Management model for improvements
| Management model elements | Management model for improvements | Connected factor |
|---|---|---|
| Governance mechanism and accountability | Value-centric and value (co-) creation | A B C H K L |
| Organizational structure | Network, distributed leadership, addresses the inherent conflict between system perspective and local, autonomous professions/units | I J L |
| System of delivery | Shop, chain, network. Have a pragmatic approach to solving the problem by identifying the most suitable approach | A I J L |
| Role of managers | Develop people to grow in the right direction and enable them to solve the problems of the future and contemporary society; integrate system components | A B C |
| Focus | Addressing system improvements and the beneficiary/user | D B J L |
| Performance focus | Acknowledging the immeasurable or complex system value and being purpose-driven | B I J K L |
| Who the service is made for | The local citizen, the beneficiary(ies) | B J L |
| Management model elements | Management model for improvements | Connected factor |
|---|---|---|
| Governance mechanism and accountability | Value-centric and value (co-) creation | A B C H K L |
| Organizational structure | Network, distributed leadership, addresses the inherent conflict between system perspective and local, autonomous professions/units | I J L |
| System of delivery | Shop, chain, network. Have a pragmatic approach to solving the problem by identifying the most suitable approach | A I J L |
| Role of managers | Develop people to grow in the right direction and enable them to solve the problems of the future and contemporary society; integrate system components | A B C |
| Focus | Addressing system improvements and the beneficiary/user | D B J L |
| Performance focus | Acknowledging the immeasurable or complex system value and being purpose-driven | B I J K L |
| Who the service is made for | The local citizen, the beneficiary(ies) | B J L |
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