Working the System: Aligning People, Processes, and Elements
A well-tuned system of work transforms scattered efforts into streamlined performance. At its core are three interconnected elements that guide activities, ensure accountability, and embed continuous improvement into day-to-day operations. By understanding these pillars and the behaviours that animate them, organizations can consistently hit their targets and adapt to new challenges.
The Three Pillars of a Systems of Work
1. Management Operating System (MOS)
A Management Operating System is the structural backbone that orchestrates how data, meetings, and tools converge to drive results. It follows a closed-loop cycle of:
Forecast: setting targets based on historical data and market demand over a 6–12 month horizon
Plan: translating forecasts into actionable road maps, assigning resources, and defining tasks on a daily to monthly cadence
Execute: using short interval control (hourly to daily) to track plan vs. actual performance and flag losses
Report: reviewing actual performance against objectives, highlighting variances, and triggering support or corrective actions
Common MOS elements include KPI driver trees, visual management boards, loss accounting mechanisms, and structured planning and review meetings.
2. Leaders Standard Work (LSW)
Leaders Standard Work embeds the MOS into daily routines. It prescribes a consistent schedule of management activities and check-ins such as:
Shift handovers and kickoff meetings
Quality and performance reviews
Short Interval Control sessions
Update of loss-accounting records
Planning and “tiger team” problem-solving huddles
By systematizing these leadership tasks, LSW ensures that the MOS stays alive, information flows reliably, and accountability is visible at every level.
3. Management Behaviour
Management behaviours are the human engine that powers the MOS and LSW. Key behaviours include:
Clearly communicating objectives and safety or quality priorities
Following up on execution, identifying deviations from plan, and acting swiftly to contain losses
Transitioning from containment to prevention through structured problem resolution
Training and developing employees to understand the system and own their part in it
Reporting progress transparently and celebrating small wins to maintain momentum
These behaviours embed discipline, foster trust, and create a culture where continuous improvement is everyone’s responsibility.
Linking the Pillars: How They Fit Together
The MOS outlines the what and when—forecast, plan, execute, report.
LSW prescribes who does what within that cycle and when, turning meetings and metrics into rhythms.
Management behaviors supply the how, ensuring that plans are communicated, variances are caught early, and teams feel supported to solve problems.
Together, these pillars form a unified system: processes defined by the MOS, routines enforced through LSW, and human engagement driven by deliberate behaviours.
What Management Behaviours and System Are Needed to Achieve the Objectives?
To achieve organizational objectives, you need both a proven system and the right behaviours:
A Management Operating System that delivers visibility and alignment through a repeatable F-P-E-R cycle
Structured tools such as KPI driver trees, visual boards, loss accounting records, and clear Terms of Reference for every meeting
Leaders Standard Work routines that embed the MOS into daily and weekly cadences
Management behaviors that emphasize clear communication of goals, rigorous follow-up on plan execution, immediate containment of issues, and deliberate countermeasures to prevent repeat losses
Ongoing coaching and development so employees understand the system, master their roles, and contribute proactive ideas for improvement
When these elements converge, organizations don’t just work harder; they work smarter, safer, and more collaboratively.
Beyond the Basics
Consider integrating digital dashboards for real-time data sharing across shifts.
Use periodic executive reviews to align the MOS with evolving strategic goals.
Leverage cross-functional teams to break down silos and drive rapid problem resolution.
By continuously refining both your system and the behaviours that animate it, you’ll create a living framework that adapts and scales as your organization grows.
