Managing by wire – Restore to draft. There is general support here for restoring the article to allow improvement, either by adding new sources and moving it back to mainspace or by using the contents to help write a new article about the subject. See
Draft:Managing by wire. Hut 8.522:33, 3 January 2019 (UTC)reply
The following is an archived debate of the
deletion review of the page above. Please do not modify it.
No, because the AfD was already open for three weeks, so a third relist would be excessive. But you can recreate the article with these sources if you want to. The deleted content was very brief and pretty much worthless anyway, as far as I can tell. Sandstein 10:05, 25 December 2018 (UTC)reply
A third relist would not be excessive because of the new sources I would present to the community for review. I would prefer not to recreate the article because the article's content was not worthless. Would you restore the article so I can add the sources?
Cunard (
talk)
10:13, 25 December 2018 (UTC)reply
No. I believe the encyclopedia would be better served by a competent recreation based on good sources, instead of keeping poor content that is likely never going to be improved. Sandstein 12:30, 25 December 2018 (UTC)reply
Here are the sources I found about "managing by wire":
Manage by Wire. By analogy to the "fly-by-wire" methodology in aviation (in which computer systems are used to supplement a pilot's manual adjustments to dynamic environmental changes), the Manage by Wire concept (Haeckel and Nolan 1993) is based on the ability to manage a business essentially by understanding its "informational representation." Drawing on the CIF and other databases, as well as a set of appropriate "expert systems" and other decision tools, the goal is to model the enterprise and "commit to code" as much as possible the procedures that form the basis of managerial decision making. The objective is not to replace, but to augment, the managerial function; under the assumption that the complexity associated with information-intensive environments demands a "sense and respond" (as opposed to "command and control") orientation that can only be achieved by combining the decision-making and data-processing capabilities, respectively of human beings and machines. No companies to date have fully achieved the potential inherent in Manage by Wire, but several have undertaken pioneering efforts in limited domains. Thus, Mrs. Fields Cookies has been able to run a worldwide network of more than 800 stores (company-owned and -franchised) with a small corporate staff from rural Utah based on its capability to capture in software (to "clone") the way Debbie Fields managed her first store in Palo Alto, California. Brooklyn Union Gas of New York has codified a major portion of its customer service operations (meter reading, bill collection, etc.), allowing the company to respond quickly and cost-effectively to the individualized service needs of its large customer base. Aetna Insurance has embarked upon a similar program in the financial services area, with the goal of facilitating its account executives to be able to respond to customer requests for new products and services in rapidly changing and increasingly competitive markets.
The appearance of a piece entitled "Managing by Wire," in the September–October 1993 edition of the Harvard Business Review, marked an important milestone in the intellectual gestation of the corporate panopticon. The authors, Stephen Haeckel and Richard K. Nolan, give an account of panoptic power that has clearly had a strong influence on companies like SAP. Haeckel was, at the time, director of strategic studies at IBM's Advanced Business Institute, and Nolan was on the faculty of the Harvard Business School.
Haeckel and Nolan's choice of the title "Managing by Wire" was intended to link the corporate panopticon with one of the more reassuring images of contemporary life, the aircraft pilot sitting in his cockpit and piloting a modern jet airliner to safety. Haeckel and Nolan explain that when today's pilots do their job, they no longer rely, as they once did, on the evidence of what they see, feel, and hear. Instead, pilots rely on an "informational representation" of the aircraft created by an onboard computer, and are thus "flying by wire." In the same way "managing by wire" requires that top managers create an "informational representation" of the entire company. This representation will be made up of "expert systems, databases, software objects," and other "technical components" that are integrated to "do the equivalent of flying by wire." Once this happens, "the executive crew. ... pilots the organization, using controls in the information cockpit of the business. Managers respond to readouts appearing on the console."
Hackel and Nolan's linking of the corporate panopticon and the "friendly skies" is a deft piece of public relations, but as the controlling metaphor of panoptic power, Foucault's powerful and sinister image of the "tall outline of the central tower" is much to be preferred. Foucault's metaphor conveys the essential point that the principal objects of panoptic power are human beings, and not the inanimate gauges and engines of Haeckel and Nolan's airline fantasy. The moment Haeckel and Nolan start describing in detail the "informational representation" of the company they'd like to see installed in their panoptic cockpit, the unmistakable outline of Foucault's tower looms in the murk: [quote]
SAP has now brought Haeckel and Nolan's vision to life with its own real-life version of the "management cockpit".
[two paragraphs of discussion about SAP's real-life management cockpit]
Haeckel and Nolan (1993) discussed managing by wire by examining jet-engine technology. Instrumentation and communication technologies provide criteria to evaluate alternative responses. Computer systems intercept the pilot's special commands and translate them into thousands of detailed orders. This is how the plane's functions are arranged. Haeckel and Nolan go on to describe the ideal manage-by-wire implementation for a business. They think this system represents the operations of an entire business. Such a model would have all the modern information technologies, such as expert systems, databases, software objects, and other technical components needed to manage by wire.
[quote from Haeckel and Nolan]
However, this is not quite enough. Because of the prevailing tendency to use information technology and computer modeling to arrive at critical business decisions automatically, the art and science of marketing decision making has been going through a process of dehumanization and automation.
Haeckel and Nolan (1993) prescribe a three part model dealing with the problems of unpredictability and customer variation. In this "sense and respond" model they suggest that information, capabilities, and leadership are the key elements. Information on the marketplace needs to be sensed and acted upon, and for this they suggest "managing by wire" (an analogy taken from the air pilot's use of technology to codify information and events in such a way as facilitates appropriate and rapid response). They state that the degree to which a "firm can "manage-by-wire" will depend on the size and complexity of the business. This is also known as the corporate IQ, which is the ability of the institution to access, share, and extract meaning from all the signals and information in the environment. To truly manage-by-wire, the IT infrastructure must be designed according to an enterprise model, "a high-level map of a business that guides the writing of a computer code and the execution of nonautomated activities" (Haeckel & Nolan, 1993).
The article notes on page 106:
Haeckel and Nolan's "managing by wire" model illustrated the possibilities of IT augmenting humans when wanting to customize to the masses. IT can be used to sense the marketplace (customers and other environment factors) and to respond appropriately. Software tools are readily available, including databases and workflow applications, but the challenge is to have an appropriate enterprise model and to be able to implement it. There is also the challenge of acquiring people with the right IT skills, including implementation skills. Thus: P4: Advanced IT capability is a pre-requisite to implementing Mass Customization.
The managing-by-wire imperative raises the issue of whether mass customization is only applicable for companies with the right corporate IQ. Haeckel and Nolan (1993) suggest that corporate IQ depends on the "rm's size, and even more so its complexity (which is seen as a function of the number of information sources and the number and type of business elements which must be co-ordinated). One implication for "firms wishing to implement mass customization is that the costs of the technology required to run individually addressable customer focused activities lends itself to gaining economies of scope (the expansion of new business activities with current customers) rather than simply those of scale (the expansion of current business activities in the marketplace: Peters, 1997). The corporate IQ of a small, simple organization with a moderately sized market can then be lower than that of a larger organisation, and still show valuable returns.
Knowing early and managing-by-wire are the cornerstones of this business strategy. The former is getting the jump on the competition, while the latter is using advanced information technology to do so nearly instantaneously.
...
The two business tenets of S&R, knowing early on and managing-by-wire, can be adopted for use by the military.
...
As indicated by the Office of Force Transformation (2004c), “Sense and respond logistics will focus logistics support towards direct correlation to total situation awareness. It will anticipate and proactively support future operations, and predict future situations.” The ability to manage-by-wire will help fulfill the commander’s intent. By fully integrating logistics with operations and intelligence assets, logistics resources can be better exploited. These resources will be based on the commander’s intent, and will reduce risk and uncertainty of delivery and support as the redundant iron mountains of equipment and supplies give way to precisely tailored packages distributed by a transportation network that can transverse the full spectrum of the battle space.
Management by Wire: Carry Out my Intentions. In aviation "flying by wire" is a term that indicates that computer systems are used to augment a pilot's ability to assimilate and react to rapidly changing environmental information. "By-wire" systems present selected abstractions of a few crucial environmental factors. Instrumentation and communication technologies aid in evaluating alternative responses. Computer system intercepts the pilot's command and translates it into thousands of detailed orders that orchestrate the system in real time. When pilot's fly by wire, they're flying information representations of airplanes. The key is that the instructions are intentions, not orders. In a similar way "managing by wire" is the capacity to run a business by managing its informational representation. "Information systems have reduced decision information costs by allowing decision makers cost-effective access to information and powerful tools (e.g., simulation and econometric modeling) for analyzing the retrieved information. The improvement in decision quality in turn increases operational efficiency. For example, accurate forecasting of future demands, coupled with efficient handling of material flows and production scheduling, can achieve a significant reduction of inventory costs. Indeed the impact of this information revolution has been felt at all levels of organizations, industry, and society as a whole." (Gurbaxani and Whang 1991). The effect is beginning of management by wire of complex industries and value chains. Professionals will increasingly manage by instructing systems of their intention, without giving detailed orders.
The AfD was closed at
09:38, 25 December 2018 (UTC) while I was looking for sources. I posted on the closing admin's talk page at
09:58, 25 December 2018 (UTC) to ask for a relist based on the sources I had found. The request for a relist was denied because it would have been a third relist. Had I posted my sources 21 minutes earlier, before the AfD closed, the AfD either would have been closed as "no consensus" or been relisted.reply
The deleted article's content is neutrally written. Much of the deleted article's content can be sourced to the reliable sources I listed above. I therefore do not consider the deleted content to be so "pretty much worthless" that I am denied its restoration.
Why do you need it restored? You have a copy of the old version handy if you need to use its bones, you have new sources, and you have permission to create a new article. Why not just write a new, better version of the article using the new sources? Why bring this to deletion review at all?
SportingFlyertalk06:08, 26 December 2018 (UTC)reply
We are here because the closing admin refused my "Would you restore the article so I can add the sources?" request. I am asking the community to restore the article to give me the opportunity to add sources.
This is a reasonable request since the article was not a copyright violation and did not violate the BLP policy. The closing admin said that a better article can be written. But that is not a valid reason to deny the request. A better article can always be written.
The deleted article is neutrally written and gives a good overview of the subject. There is no reason to require a completely new article. The existing content is fine once sourced.
I saw that. It's a terrible article as it stands, you have the text anyways, just be
WP:BOLD and create a new article. The worst thing that could happen is this gets restored and no new sources are added, because that would just be a way to avoid a validly closed AfD.
SportingFlyertalk18:50, 26 December 2018 (UTC)reply
The sources to add have already been identified. Cunard is an editor who's been around for a long time and has a lot of experience doing this kind of work. It would be an abrogation of
WP:AGF to posit that if this were to be restored, the sources wouldn't get added. --
RoySmith(talk)18:13, 29 December 2018 (UTC)reply
restore to draft I understand the closer's thoughts, but sources look reasonable. And best to have the history so it can be used (even if bad) rather than a full rewrite. Once sources are added, just move it back. It won't be speedy eligible with the new sources and a new AfD is probably better than a relist given it will be unclear how to weigh the old !votes.
Hobit (
talk)
19:08, 26 December 2018 (UTC)reply
Although I will throw a bit of a TROUT to the closer. When an editor in good standing provides sources and asks for the article to be undeleted so that they can add them, you should never answer that the article was so bad they shouldn't use the old stuff. They are the one doing the work. Let them have what they think will help. There may well be other reasons to not restore it, but that's not a valid reason.
Hobit (
talk)
19:12, 26 December 2018 (UTC)reply
I think it is bad editing practice to slap a bunch of sources onto existing unsourced text just in order to prevent an article's deletion. In doing so, one does not really engage with the text and verify that it matches the sources. Good editing practice is to read the sources and then to write the article based on them. If I were interested in the topic, that's what I would have done, drawing on the previously deleted content for inspiration. Sandstein 19:47, 26 December 2018 (UTC)reply
I don't think it's an admin's job to enforce good or bad editing practices like this. The mop, IMO, doesn't extend that far.
Hobit (
talk)
02:23, 27 December 2018 (UTC)reply
Restore I argued at the AfD, No prejudice against recreation if better sources ... were found. We've now got (ostensibly) better sources. On the one hand, I think Sandstein is right that starting from scratch would probably result in a better article. You start with the sources, figure out what they say, and then write an article which says that. On the other hand, we generally only refuse to restore something if there's a good reason why it can't exist in the encyclopedia; copyvio,
WP:BLP violation, hoax, etc. Beyond that, I can't see any reason to deny the request. It may well turn out that the sources presented here still don't meet muster, but if somebody believes that to be the case, they can bring this back to AfD. --
RoySmith(talk)19:25, 28 December 2018 (UTC)reply
I have no objections to somebody restoring this to userspace or draftspace for further improvement and eventual restoration after it's different enough from the deleted version. But the AfD is over and relisting it, as is being requested here, would not be helpful, given that it already ran for three weeks. We need to draw the line somewhere. Sandstein 20:32, 28 December 2018 (UTC)reply
Userfy so that Cunard to add sources, demonstrate that the deletions reasons are overcome, and move it back to mainspace. Ask him to ping the AfD participants when he does that. —
SmokeyJoe (
talk)
04:00, 1 January 2019 (UTC)reply
Oppose the request to relist, that AfD discussion already exhausted. Better to have someone try to improve first, before a second AfD. —
SmokeyJoe (
talk)
04:01, 1 January 2019 (UTC)reply
Managing by wire is a
management strategy in which managers rely on their company's "information representation" generated by computers such as databases and software instead of on detailed commands.
The concept was presented in a Harvard Business Review article titled "Managing by Wire" in the September–October 1993 issue of Harvard Business Review by
Stephan H. Haeckel and
Richard L. Nolan.[1] When they wrote the article, Haeckel was the director of strategic studies at
IBM's Advanced Business Institute and Nolan was a professor at the
Harvard Business School.[1] In his 2003 book The New Ruthless Economy, Simon Head called the article "an important milestone in the intellectual gestation of the corporate panopticon".[1]
Concept
The authors selected "Managing by Wire" as the title because readers would relate to the comforting, modern scene in the
cockpit of an
aviator carefully flying the jet to its destination.[1] So as an analogue to "managing by wire", the authors presented a
fly-by-wire concept for jets.[2] According to fly-by-wire, a pilot must focus on general flight parameters while information technologies control the plane and reacts to changing environment.[3] Instead of depending on what their senses as they did in the past, pilots now are "flying by wire" by depending on the plane's "informational representation" generated by a computer.[1] Likewise, when managers are "managing by wire", they are relying on their company's "informational representation",[1] which includes "expert systems, databases, software objects, and other technical components".[4] Rather than specifying step-by-step commands, managers would oversee their group through telling the software what their objectives are.[3] The ability of a firm to "manage by wire" is based on how large and complicated its operations are.[5]
Industry applications
In their 2004 book, Managing Customer Relationships,
Don Peppers and
Martha Rogers cited several companies and organizations as having successfully used the "managing by wire" in a limited fashion.[2] For example,
Mrs. Fields Cookies is using a tiny number of employees in rural Utah to manage 800 stores, some of which are owned by the company and some of which are franchised. They have the ability to do this through the use of computer systems that reproduce how founder
Debbi Fields oversaw her flagship
Palo Alto, California, store.[2] In another example, to be able to resolve inquiries from their large number of customer in a speedy and efficient fashion,
Brooklyn Union Gas "codified" a significant part of its
customer service work such as the reading of meters and the collecting of due payments.[2]Aetna, an insurance company, made related changes in the hopes of enabling their
account executives to field client inquiries about novel services and products.[2]
In a 2007 article in
Defense Acquisition University's Defense Acquisition Review Journal, Russell A. Vacante suggested using "managing by wire" in the military. He said that logistics resources "can be better exploited" if they were to completely combine "logistics with operations and intelligence assets". Vacante noted that this will "reduce risk and uncertainty of delivery and support as the redundant iron mountains of equipment and supplies give way to precisely tailored packages distributed by a transportation network that can transverse the full spectrum of the battle space".[6]
According to Simon Head's 2003 book The New Ruthless Economy, the "Managing by Wire" article "clearly had a strong influence" on
SAP SE, which created "its own real-life version of the 'management cockpit'" represented by a conference room. The room's four walls are papered in charts that give an overview of how the company is doing. The walls each have six rectangles, and each rectangle has six charts. In total, each wall has 36 charts which means the room has 144 charts. The charts display data about the "minute-by-minute activities of plants, offices, machines, assembly lines, managers, groups of employees, and even single employees". Each wall has a different color: a black wall displays the "main success factors and financial indicators", a red wall shows "market performance", a blue wall shows "the performance of internal processes and employees", and a white wall shows "the status of strategic projects". This allows the CEO and upper-level management to review the
key performance indicators for the entire company, after which they can look into more precise information from
enterprise resource planning software such as how well their employees are doing their work.[1]
Endorse recreation with history restored since Cunard's draft is a good one, and the objections in the AFD are overcome; another trip to AFD can be taken if someone insists, but pretty clear it will be a keep. Endorse original AFD close based on information then available. Trout Sandstein for insisting on excessive bureaucracy afterwards; while technically justified, the procedural approach requested by Cunard, or the alternative proposals by Hobit or RoySmith, would all have been so much simpler and more AGF with very limited downside.
Martinp (
talk) 03:19, 2 January 2019 (UTC). Editing to add: I'm saying restore history even though I can't see the original deleted article; I gather it's poorly written and insufficiently sourced, but if it is not actively objectionable and Cunard feels it influenced his rewrite, than our approach to history and attribution should bias us to retaining it.
Martinp (
talk)
13:16, 2 January 2019 (UTC)reply
The above is an archive of the
deletion review of the page listed in the heading. Please do not modify it.
Managing by wire – Restore to draft. There is general support here for restoring the article to allow improvement, either by adding new sources and moving it back to mainspace or by using the contents to help write a new article about the subject. See
Draft:Managing by wire. Hut 8.522:33, 3 January 2019 (UTC)reply
The following is an archived debate of the
deletion review of the page above. Please do not modify it.
No, because the AfD was already open for three weeks, so a third relist would be excessive. But you can recreate the article with these sources if you want to. The deleted content was very brief and pretty much worthless anyway, as far as I can tell. Sandstein 10:05, 25 December 2018 (UTC)reply
A third relist would not be excessive because of the new sources I would present to the community for review. I would prefer not to recreate the article because the article's content was not worthless. Would you restore the article so I can add the sources?
Cunard (
talk)
10:13, 25 December 2018 (UTC)reply
No. I believe the encyclopedia would be better served by a competent recreation based on good sources, instead of keeping poor content that is likely never going to be improved. Sandstein 12:30, 25 December 2018 (UTC)reply
Here are the sources I found about "managing by wire":
Manage by Wire. By analogy to the "fly-by-wire" methodology in aviation (in which computer systems are used to supplement a pilot's manual adjustments to dynamic environmental changes), the Manage by Wire concept (Haeckel and Nolan 1993) is based on the ability to manage a business essentially by understanding its "informational representation." Drawing on the CIF and other databases, as well as a set of appropriate "expert systems" and other decision tools, the goal is to model the enterprise and "commit to code" as much as possible the procedures that form the basis of managerial decision making. The objective is not to replace, but to augment, the managerial function; under the assumption that the complexity associated with information-intensive environments demands a "sense and respond" (as opposed to "command and control") orientation that can only be achieved by combining the decision-making and data-processing capabilities, respectively of human beings and machines. No companies to date have fully achieved the potential inherent in Manage by Wire, but several have undertaken pioneering efforts in limited domains. Thus, Mrs. Fields Cookies has been able to run a worldwide network of more than 800 stores (company-owned and -franchised) with a small corporate staff from rural Utah based on its capability to capture in software (to "clone") the way Debbie Fields managed her first store in Palo Alto, California. Brooklyn Union Gas of New York has codified a major portion of its customer service operations (meter reading, bill collection, etc.), allowing the company to respond quickly and cost-effectively to the individualized service needs of its large customer base. Aetna Insurance has embarked upon a similar program in the financial services area, with the goal of facilitating its account executives to be able to respond to customer requests for new products and services in rapidly changing and increasingly competitive markets.
The appearance of a piece entitled "Managing by Wire," in the September–October 1993 edition of the Harvard Business Review, marked an important milestone in the intellectual gestation of the corporate panopticon. The authors, Stephen Haeckel and Richard K. Nolan, give an account of panoptic power that has clearly had a strong influence on companies like SAP. Haeckel was, at the time, director of strategic studies at IBM's Advanced Business Institute, and Nolan was on the faculty of the Harvard Business School.
Haeckel and Nolan's choice of the title "Managing by Wire" was intended to link the corporate panopticon with one of the more reassuring images of contemporary life, the aircraft pilot sitting in his cockpit and piloting a modern jet airliner to safety. Haeckel and Nolan explain that when today's pilots do their job, they no longer rely, as they once did, on the evidence of what they see, feel, and hear. Instead, pilots rely on an "informational representation" of the aircraft created by an onboard computer, and are thus "flying by wire." In the same way "managing by wire" requires that top managers create an "informational representation" of the entire company. This representation will be made up of "expert systems, databases, software objects," and other "technical components" that are integrated to "do the equivalent of flying by wire." Once this happens, "the executive crew. ... pilots the organization, using controls in the information cockpit of the business. Managers respond to readouts appearing on the console."
Hackel and Nolan's linking of the corporate panopticon and the "friendly skies" is a deft piece of public relations, but as the controlling metaphor of panoptic power, Foucault's powerful and sinister image of the "tall outline of the central tower" is much to be preferred. Foucault's metaphor conveys the essential point that the principal objects of panoptic power are human beings, and not the inanimate gauges and engines of Haeckel and Nolan's airline fantasy. The moment Haeckel and Nolan start describing in detail the "informational representation" of the company they'd like to see installed in their panoptic cockpit, the unmistakable outline of Foucault's tower looms in the murk: [quote]
SAP has now brought Haeckel and Nolan's vision to life with its own real-life version of the "management cockpit".
[two paragraphs of discussion about SAP's real-life management cockpit]
Haeckel and Nolan (1993) discussed managing by wire by examining jet-engine technology. Instrumentation and communication technologies provide criteria to evaluate alternative responses. Computer systems intercept the pilot's special commands and translate them into thousands of detailed orders. This is how the plane's functions are arranged. Haeckel and Nolan go on to describe the ideal manage-by-wire implementation for a business. They think this system represents the operations of an entire business. Such a model would have all the modern information technologies, such as expert systems, databases, software objects, and other technical components needed to manage by wire.
[quote from Haeckel and Nolan]
However, this is not quite enough. Because of the prevailing tendency to use information technology and computer modeling to arrive at critical business decisions automatically, the art and science of marketing decision making has been going through a process of dehumanization and automation.
Haeckel and Nolan (1993) prescribe a three part model dealing with the problems of unpredictability and customer variation. In this "sense and respond" model they suggest that information, capabilities, and leadership are the key elements. Information on the marketplace needs to be sensed and acted upon, and for this they suggest "managing by wire" (an analogy taken from the air pilot's use of technology to codify information and events in such a way as facilitates appropriate and rapid response). They state that the degree to which a "firm can "manage-by-wire" will depend on the size and complexity of the business. This is also known as the corporate IQ, which is the ability of the institution to access, share, and extract meaning from all the signals and information in the environment. To truly manage-by-wire, the IT infrastructure must be designed according to an enterprise model, "a high-level map of a business that guides the writing of a computer code and the execution of nonautomated activities" (Haeckel & Nolan, 1993).
The article notes on page 106:
Haeckel and Nolan's "managing by wire" model illustrated the possibilities of IT augmenting humans when wanting to customize to the masses. IT can be used to sense the marketplace (customers and other environment factors) and to respond appropriately. Software tools are readily available, including databases and workflow applications, but the challenge is to have an appropriate enterprise model and to be able to implement it. There is also the challenge of acquiring people with the right IT skills, including implementation skills. Thus: P4: Advanced IT capability is a pre-requisite to implementing Mass Customization.
The managing-by-wire imperative raises the issue of whether mass customization is only applicable for companies with the right corporate IQ. Haeckel and Nolan (1993) suggest that corporate IQ depends on the "rm's size, and even more so its complexity (which is seen as a function of the number of information sources and the number and type of business elements which must be co-ordinated). One implication for "firms wishing to implement mass customization is that the costs of the technology required to run individually addressable customer focused activities lends itself to gaining economies of scope (the expansion of new business activities with current customers) rather than simply those of scale (the expansion of current business activities in the marketplace: Peters, 1997). The corporate IQ of a small, simple organization with a moderately sized market can then be lower than that of a larger organisation, and still show valuable returns.
Knowing early and managing-by-wire are the cornerstones of this business strategy. The former is getting the jump on the competition, while the latter is using advanced information technology to do so nearly instantaneously.
...
The two business tenets of S&R, knowing early on and managing-by-wire, can be adopted for use by the military.
...
As indicated by the Office of Force Transformation (2004c), “Sense and respond logistics will focus logistics support towards direct correlation to total situation awareness. It will anticipate and proactively support future operations, and predict future situations.” The ability to manage-by-wire will help fulfill the commander’s intent. By fully integrating logistics with operations and intelligence assets, logistics resources can be better exploited. These resources will be based on the commander’s intent, and will reduce risk and uncertainty of delivery and support as the redundant iron mountains of equipment and supplies give way to precisely tailored packages distributed by a transportation network that can transverse the full spectrum of the battle space.
Management by Wire: Carry Out my Intentions. In aviation "flying by wire" is a term that indicates that computer systems are used to augment a pilot's ability to assimilate and react to rapidly changing environmental information. "By-wire" systems present selected abstractions of a few crucial environmental factors. Instrumentation and communication technologies aid in evaluating alternative responses. Computer system intercepts the pilot's command and translates it into thousands of detailed orders that orchestrate the system in real time. When pilot's fly by wire, they're flying information representations of airplanes. The key is that the instructions are intentions, not orders. In a similar way "managing by wire" is the capacity to run a business by managing its informational representation. "Information systems have reduced decision information costs by allowing decision makers cost-effective access to information and powerful tools (e.g., simulation and econometric modeling) for analyzing the retrieved information. The improvement in decision quality in turn increases operational efficiency. For example, accurate forecasting of future demands, coupled with efficient handling of material flows and production scheduling, can achieve a significant reduction of inventory costs. Indeed the impact of this information revolution has been felt at all levels of organizations, industry, and society as a whole." (Gurbaxani and Whang 1991). The effect is beginning of management by wire of complex industries and value chains. Professionals will increasingly manage by instructing systems of their intention, without giving detailed orders.
The AfD was closed at
09:38, 25 December 2018 (UTC) while I was looking for sources. I posted on the closing admin's talk page at
09:58, 25 December 2018 (UTC) to ask for a relist based on the sources I had found. The request for a relist was denied because it would have been a third relist. Had I posted my sources 21 minutes earlier, before the AfD closed, the AfD either would have been closed as "no consensus" or been relisted.reply
The deleted article's content is neutrally written. Much of the deleted article's content can be sourced to the reliable sources I listed above. I therefore do not consider the deleted content to be so "pretty much worthless" that I am denied its restoration.
Why do you need it restored? You have a copy of the old version handy if you need to use its bones, you have new sources, and you have permission to create a new article. Why not just write a new, better version of the article using the new sources? Why bring this to deletion review at all?
SportingFlyertalk06:08, 26 December 2018 (UTC)reply
We are here because the closing admin refused my "Would you restore the article so I can add the sources?" request. I am asking the community to restore the article to give me the opportunity to add sources.
This is a reasonable request since the article was not a copyright violation and did not violate the BLP policy. The closing admin said that a better article can be written. But that is not a valid reason to deny the request. A better article can always be written.
The deleted article is neutrally written and gives a good overview of the subject. There is no reason to require a completely new article. The existing content is fine once sourced.
I saw that. It's a terrible article as it stands, you have the text anyways, just be
WP:BOLD and create a new article. The worst thing that could happen is this gets restored and no new sources are added, because that would just be a way to avoid a validly closed AfD.
SportingFlyertalk18:50, 26 December 2018 (UTC)reply
The sources to add have already been identified. Cunard is an editor who's been around for a long time and has a lot of experience doing this kind of work. It would be an abrogation of
WP:AGF to posit that if this were to be restored, the sources wouldn't get added. --
RoySmith(talk)18:13, 29 December 2018 (UTC)reply
restore to draft I understand the closer's thoughts, but sources look reasonable. And best to have the history so it can be used (even if bad) rather than a full rewrite. Once sources are added, just move it back. It won't be speedy eligible with the new sources and a new AfD is probably better than a relist given it will be unclear how to weigh the old !votes.
Hobit (
talk)
19:08, 26 December 2018 (UTC)reply
Although I will throw a bit of a TROUT to the closer. When an editor in good standing provides sources and asks for the article to be undeleted so that they can add them, you should never answer that the article was so bad they shouldn't use the old stuff. They are the one doing the work. Let them have what they think will help. There may well be other reasons to not restore it, but that's not a valid reason.
Hobit (
talk)
19:12, 26 December 2018 (UTC)reply
I think it is bad editing practice to slap a bunch of sources onto existing unsourced text just in order to prevent an article's deletion. In doing so, one does not really engage with the text and verify that it matches the sources. Good editing practice is to read the sources and then to write the article based on them. If I were interested in the topic, that's what I would have done, drawing on the previously deleted content for inspiration. Sandstein 19:47, 26 December 2018 (UTC)reply
I don't think it's an admin's job to enforce good or bad editing practices like this. The mop, IMO, doesn't extend that far.
Hobit (
talk)
02:23, 27 December 2018 (UTC)reply
Restore I argued at the AfD, No prejudice against recreation if better sources ... were found. We've now got (ostensibly) better sources. On the one hand, I think Sandstein is right that starting from scratch would probably result in a better article. You start with the sources, figure out what they say, and then write an article which says that. On the other hand, we generally only refuse to restore something if there's a good reason why it can't exist in the encyclopedia; copyvio,
WP:BLP violation, hoax, etc. Beyond that, I can't see any reason to deny the request. It may well turn out that the sources presented here still don't meet muster, but if somebody believes that to be the case, they can bring this back to AfD. --
RoySmith(talk)19:25, 28 December 2018 (UTC)reply
I have no objections to somebody restoring this to userspace or draftspace for further improvement and eventual restoration after it's different enough from the deleted version. But the AfD is over and relisting it, as is being requested here, would not be helpful, given that it already ran for three weeks. We need to draw the line somewhere. Sandstein 20:32, 28 December 2018 (UTC)reply
Userfy so that Cunard to add sources, demonstrate that the deletions reasons are overcome, and move it back to mainspace. Ask him to ping the AfD participants when he does that. —
SmokeyJoe (
talk)
04:00, 1 January 2019 (UTC)reply
Oppose the request to relist, that AfD discussion already exhausted. Better to have someone try to improve first, before a second AfD. —
SmokeyJoe (
talk)
04:01, 1 January 2019 (UTC)reply
Managing by wire is a
management strategy in which managers rely on their company's "information representation" generated by computers such as databases and software instead of on detailed commands.
The concept was presented in a Harvard Business Review article titled "Managing by Wire" in the September–October 1993 issue of Harvard Business Review by
Stephan H. Haeckel and
Richard L. Nolan.[1] When they wrote the article, Haeckel was the director of strategic studies at
IBM's Advanced Business Institute and Nolan was a professor at the
Harvard Business School.[1] In his 2003 book The New Ruthless Economy, Simon Head called the article "an important milestone in the intellectual gestation of the corporate panopticon".[1]
Concept
The authors selected "Managing by Wire" as the title because readers would relate to the comforting, modern scene in the
cockpit of an
aviator carefully flying the jet to its destination.[1] So as an analogue to "managing by wire", the authors presented a
fly-by-wire concept for jets.[2] According to fly-by-wire, a pilot must focus on general flight parameters while information technologies control the plane and reacts to changing environment.[3] Instead of depending on what their senses as they did in the past, pilots now are "flying by wire" by depending on the plane's "informational representation" generated by a computer.[1] Likewise, when managers are "managing by wire", they are relying on their company's "informational representation",[1] which includes "expert systems, databases, software objects, and other technical components".[4] Rather than specifying step-by-step commands, managers would oversee their group through telling the software what their objectives are.[3] The ability of a firm to "manage by wire" is based on how large and complicated its operations are.[5]
Industry applications
In their 2004 book, Managing Customer Relationships,
Don Peppers and
Martha Rogers cited several companies and organizations as having successfully used the "managing by wire" in a limited fashion.[2] For example,
Mrs. Fields Cookies is using a tiny number of employees in rural Utah to manage 800 stores, some of which are owned by the company and some of which are franchised. They have the ability to do this through the use of computer systems that reproduce how founder
Debbi Fields oversaw her flagship
Palo Alto, California, store.[2] In another example, to be able to resolve inquiries from their large number of customer in a speedy and efficient fashion,
Brooklyn Union Gas "codified" a significant part of its
customer service work such as the reading of meters and the collecting of due payments.[2]Aetna, an insurance company, made related changes in the hopes of enabling their
account executives to field client inquiries about novel services and products.[2]
In a 2007 article in
Defense Acquisition University's Defense Acquisition Review Journal, Russell A. Vacante suggested using "managing by wire" in the military. He said that logistics resources "can be better exploited" if they were to completely combine "logistics with operations and intelligence assets". Vacante noted that this will "reduce risk and uncertainty of delivery and support as the redundant iron mountains of equipment and supplies give way to precisely tailored packages distributed by a transportation network that can transverse the full spectrum of the battle space".[6]
According to Simon Head's 2003 book The New Ruthless Economy, the "Managing by Wire" article "clearly had a strong influence" on
SAP SE, which created "its own real-life version of the 'management cockpit'" represented by a conference room. The room's four walls are papered in charts that give an overview of how the company is doing. The walls each have six rectangles, and each rectangle has six charts. In total, each wall has 36 charts which means the room has 144 charts. The charts display data about the "minute-by-minute activities of plants, offices, machines, assembly lines, managers, groups of employees, and even single employees". Each wall has a different color: a black wall displays the "main success factors and financial indicators", a red wall shows "market performance", a blue wall shows "the performance of internal processes and employees", and a white wall shows "the status of strategic projects". This allows the CEO and upper-level management to review the
key performance indicators for the entire company, after which they can look into more precise information from
enterprise resource planning software such as how well their employees are doing their work.[1]
Endorse recreation with history restored since Cunard's draft is a good one, and the objections in the AFD are overcome; another trip to AFD can be taken if someone insists, but pretty clear it will be a keep. Endorse original AFD close based on information then available. Trout Sandstein for insisting on excessive bureaucracy afterwards; while technically justified, the procedural approach requested by Cunard, or the alternative proposals by Hobit or RoySmith, would all have been so much simpler and more AGF with very limited downside.
Martinp (
talk) 03:19, 2 January 2019 (UTC). Editing to add: I'm saying restore history even though I can't see the original deleted article; I gather it's poorly written and insufficiently sourced, but if it is not actively objectionable and Cunard feels it influenced his rewrite, than our approach to history and attribution should bias us to retaining it.
Martinp (
talk)
13:16, 2 January 2019 (UTC)reply
The above is an archive of the
deletion review of the page listed in the heading. Please do not modify it.