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Socio-economic analysis |
- The socio-economic approach is
a strategic one
1. The internal potential of the firm as a strategic
vector
The economic and social potential accumulated over years and integrated
by the firm modifies its strategic vision and ambition.
2. Internal resources as prime mover of the firm
The external acquisition of new resources requires an acclimation period,
contrary to internal resources already controlled and integrated.
3. The strategic implementation as potential
multiplier
The quality and intensity of strategic implementation increases the
sustaintable efficacy and efficiency of the potential accumulated
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An explanatory model of the way a firm operates
The socio-economic theory considers the enterprise as a complex whole
including 5 types of structure interacting with 5 types of human behavior.
This permanent, complex interaction generates the activity pulsators that constitute
the actual life of the firm. However, one can detect there anomalies, perturbations,
discrepancies between the desirable operation (orthofunctioning) and the one
actually noticeable : these are the dysfunctions whose recurrent characteristics
generate hidden costs. Those hidden costs affect the overall performance of
the firm i.e. its competitiveness, profitability, efficiency and quality : linked
concepts of integral quality and overall economic productivity.
Our numerous research-interventions duly measured have revealed
that the fundamental causes (root-causes) of dysfunctions are
due to the deficiencies in:
- piloting human activity and behavior
- HISOFIS: stimulating information system
- Synchronization : coordination practices in real time
- Clean-up : practice of periodical maintenance of structures,
procedures, behaviors, in short, all that deteriorates as years go by.
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Follow up : Socio-economic management
Back to menu : ISEOR activities |
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