Unless we make the process of managing our enterprise visible, we cannot hope to have any control over its results.
So much of what we do in organizational life is invisible – or perhaps more appropriately said, unconscious. When we are surprised by a shortfall or failure we can be assured it was because we could not fully see “how” the work gets done and the mechanisms that drive it.
The impact is we have little influence over our results. The concept of visible work applies to the routine operations (fundamentals) as well as the special projects (breakthrough initiatives) of any organization.