The matrix of resource management involves these three categories on one side, and on the other side, the same resources but dedicated to future developments. You need people to support the operation of today, the campaign of tomorrow morning and, in nearly the same time;

You need people to care for the mid-term operation. To prepare the next steps on the strategic path.

An organization is in that sense different than a building that is designed by an architect. The architect is also like a manager but focused on a specific result: the design and construction of a building. The architect consults various members of the organization to determine the functional requirements. The style of the building will be product of the creativity and the background of the architect, agreed by the sponsor of the building. Resource management is merely an issue, until the agreed plan which will be constructed. Than resource management does start to deliver issues and tension, but besides some unforeseen issues, this process is fairly well manageable.

Yet when constructing the future of your organization you will have to do without such an architect. There is a small group focused on strategic issues and creating a sort of plan, but the real stuff is getting it done. Setting those next steps from where your organization is now, with the curr

ent pool of employees, systems and infrastructure, to a new organization.

Making this happen requires the awareness that resource management in full extent is an issue that involves all of us; everybody who is doing his job should know that the future is built now. And management -- marketing, operations, IT, human resources, sales and financial management should manage this. Each manager will have certain scope that he or she should protect and defend. Each manager is also responsible for cooperating in getting those next steps prepared.

This can only be done of the matrix is one and the same world; not here (today) and there (tomorrow). It is all part of the same game.

© 2006 Hans Bool

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