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Tutorials

The role of the tutorials is to provide a platform for a more intensive scientific exchange amongst researchers interested in a particular topic and as a meeting point for the community. Tutorials complement the depth-oriented technical sessions by providing participants with broad overviews of emerging fields. A tutorial can be scheduled for 1.5 or 3 hours.



Building Social Ingenuity – Operations Research for Enterprise Transformation


Lecturer

Greg H. Parlier
NCSU
United States
 
Brief Bio
A retired US Army Colonel, Greg was a paratroop commander in the 82nd Airborne Division, and served in over 20 foreign countries with five operational deployments. A West Point graduate with advanced degrees in National Security Studies, Operations Research, and Systems Engineering, he was a National Defense Fellow at MIT, distinguished graduate of the US Marine Corps Command and Staff College, and graduate of the Army War College. Since retiring he has been an advisor to several foreign governments, senior OR analyst supporting Multi-National Forces in Iraq, and consultant to government organizations, commercial firms, and not-for-profit research agencies. He is a past President of the Military Applications Society of the Institute for Operations Research and the Management Sciences (INFORMS), an elected member of the International Institute for Strategic Studies, and Fellow of the Inter-University Seminar on Armed Forces and Society. Dr. Parlier is currently adjunct Professor of Operations Research at NCSU, program chair for ICORES, and was recently nominated for President-Elect of INFORMS.
Abstract

Although technology advancements continue to astonish us, we must distinguish social from scientific and technical ingenuity in order to better understand how technology, management, and policy interact in our socio-technical and enterprise systems. Management advances often lag technology advances, yet they are essential for improved policy responses needed to achieve breakthrough performances, overcome bureaucratic paralysis and political gridlock, and resolve international security dilemmas. A fundamental question is whether our capacity for social ingenuity will be adequate for solving persisting problems, averting catastrophic failures, and managing pressing 21st Century issues. Social ingenuity involves solving problems, developing rules for governance, creating flexible institutions for transitional challenges, and better understanding recent socio-cutural, demographic, economic, and geo-political developments. Will we be smart enough to bridge the growing social ingenuity gap while continuing to promote technological ingenuity?
To address the question “What can we do?”, the concept of Management Innovation as a Strategic Technology (MIST) is introduced. To fully capitalize on advances in information technology (IT) and rapidly growing “big data”, the complementary power of operations research, advanced analytics, and management innovation for dramatic performance improvement is demonstrated. A strategic “ends-ways-means” approach is presented. Enabling functional components are described: information technologies, decision support capabilities, engineering systems and dynamic strategic planning to focus organizational effort, assess performance, monitor progress, and build in flexibility for resilience. Inherent in this transformational strategy is an “engine for innovation” to accelerate and sustain continual improvement. Finally, strategic management challenges associated with transformational change are addressed: organizational design; workforce considerations including human capital investment needs; and strategic alignment for a learning organization.

Keywords: enterprise transformation, strategic analytics, management innovation, social ingenuity

Outline:
Current Conditions
Bridging the Gap – What can we do?
Information Technologies
Decision Support Systems
Operations Research
Management Science
Transformational Strategic Planning
Engineering Systems
Engines for Innovation
Analytical Architectures
What we can do!













Secretariat Contacts
e-mail: icores.secretariat@insticc.org

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