A REFLECTION ON: EXPLOITATION, EXPLORATION AND
PROCESS MANAGEMENT: A PRODUCTIVITY DILEMMA
REVISITED (PROJECT MANAGEMENT COURSE) BY MARY J.
BENNER AND MICHEAL L. TUSHMAN
It is a reflective type of document in a critical written. please read support material attached.
Four articles given choose one and make reflective critical written. This is Project
Management course.
Note: I always read writer work do not disappoint.
Table of Contents
Process Management 3
Short comings of Process management5
Evolution in productivity 5
Importance of evolving with time 6
Process management and productivity 7
Conclusion 8
Bibliography………………………………………………………………………………9
A REFLECTION ON: EXPLOITATION, EXPLORATION AND PROCESS MANAGEMENT: A
PRODUCTIVITY DILEMMA REVISITED (PROJECT MANAGEMENT COURSE) by MARY J.
BENNER and MICHEAL L. TUSHMAN 2
Exploitation, exploration and process management is an article that talks about
process management and its implications for technology and innovation.It also covers
the relationships that process management fosters with manufacturing, architecture,
and technology. Mary J Benner and Michael L.Tushman (2003) talk about their
dilemma on process management and whether it impacts a company’s productivity
level. Benner and Tushman (2003) talk about the pressure companies face adapting to
process management practices for high productivity. However, adoption of these
process management measures has had both positive and negative implications on
companies. Process management and technology are conservative and will only
entertain technology that increases their innovation value. Close-mindedness limits
different and always changing trends in technology, hence the closure of companies
that have stuck to traditional methods while the ones that have been open-minded
have continued to develop.
A REFLECTION ON: EXPLOITATION, EXPLORATION AND PROCESS MANAGEMENT: A
PRODUCTIVITY DILEMMA REVISITED (PROJECT MANAGEMENT COURSE) by MARY J.
BENNER and MICHEAL L. TUSHMAN 3
Process Management
Process management entails applying knowledge and skill set to improve the process
of output according to the client’s needs or goals (Modestino, Shoag, Balance, 2016,
339). A proper control will lead to profitability due to high and efficient production.
Benner, Tushman (2003, 247) talk about process management integrating three
fundamental processes: Mapping process, improving the process and adhering to
systems of the improved method. Mapping processes include the developing or
building of a process. The process is not perfect at this stage, and hence one goes to
the next step where they get to improve the process and build on it. Adhering to the
mapping process creates a sort of pattern that is repetitive, and employees get to adopt
it. Once a plan has become familiar and stable, output levels increase. Manufacturing
and technological innovations significantly influence process Management activities
over the years. Activities that involve a lot of processes have allocated resources
necessary for making decisions much more comfortable and stable hence supporting
technological innovations.
According to PM Hut (2009, p 60), Process management would not exist without
management of People and Performance management. The three form the three P’s of
management and they coexist. Management of People involves a team leader
working along with a team to accomplish the objective of their project. Process
management will use processes that are repeatable to produce a successful project. A
project cannot be successful if the manager does not use their knowledge to
incorporate project management processes into the project. Performance management,
A REFLECTION ON: EXPLOITATION, EXPLORATION AND PROCESS MANAGEMENT: A
PRODUCTIVITY DILEMMA REVISITED (PROJECT MANAGEMENT COURSE) by MARY J.
BENNER and MICHEAL L. TUSHMAN 4
on the other hand, tracks the progress of a project and ensures that it is going
according to the plan set by a project manager.
I concur with Benner, Tushman (2002, p 600) that the efforts put in process
management rely on efficiency and process effectiveness like time and reduced waste
to market for new products. The satisfaction of the customer drives the continuous
improvement efforts of the business. Customers’ interests and likes are crucial in
utilizing process management techniques. The main aim of improving process
management is to ensure that the entire system of processes across an organization is
streamlined through the immediate feedback from customers, increased improvements
and implementation of measures. After the development of the methods, the final
element should ensure the adherence to routines.
Short comings of Process management
The shortcoming of process management as stated by Benner and Tushman (2003,
243) is that of limiting innovation to changes in already existing activities and
outputs. When we adhere to a process, we do it repeatedly. Hence we constrain
ourselves to the process previously developed instead of developing newer and much
more efficient ways to improve and increase output. A project manager should always
be in touch with the current trends and exploit more modern ways to serve the needs
of the customers (Hurt, Thomas, 2009, 63). Process management also limits
architectural growth. I agree with this theory because, if you follow a similar routine
in architectural design, all buildings would have similar structures follow a typical
model. With the current trend, architectures are pushing boundaries to create newer
and out of this world designs to impress their clients. With architecture, the
A REFLECTION ON: EXPLOITATION, EXPLORATION AND PROCESS MANAGEMENT: A
PRODUCTIVITY DILEMMA REVISITED (PROJECT MANAGEMENT COURSE) by MARY J.
BENNER and MICHEAL L. TUSHMAN 5
customer’s needs come first, and more modern innovations are the ones that sell early.
Therefore, Process management limits architectural growth.
Evolution in productivity
Since 2007 however, we have seen technology robust and took over production.
Traditional jobs previously held by real people have taken over and replaced by
computers. Innovation has changed and grown in giant leaps compared to the slow
process in the past decade. The Productivity Dilemma that was faced in 2003 and
what is happening now is entirely different. In 2003 and before that innovation took
place in a control-oriented firm. Changes took place only in transactions, processing
of information and challenges that come with owning intellectual property. In recent
times however, the cost of attaining knowledge has decreased because of Internet
access to everyone. Innovation is far less expensive and more accessible than it was
ten years ago hence we are much more challenged to innovate more Surowiecki
(2013, p 302). The 21st Century is ever evolving. Technology in 2010 has drastically
changed to what we have in 2017.The pressure to produce more and innovate more
makes process management shift its structure very often. Without a change,
companies are forced to shut down or even file for bankruptcy. The mantra with
newer technology is step up or sell out.
Importance of evolving with time
Surowiecki (2013, p 302) explained why Nokia, the giant mobile/tech company lost
its market share and almost came to a fall despite dominating the global cellphone
market in the past few decades. Nokia was the giant tech company from the nineties
to the early 2000s. Nokia invented their first smartphone in 1996 way before the
A REFLECTION ON: EXPLOITATION, EXPLORATION AND PROCESS MANAGEMENT: A
PRODUCTIVITY DILEMMA REVISITED (PROJECT MANAGEMENT COURSE) by MARY J.
BENNER and MICHEAL L. TUSHMAN 6
emergence of competition from Android operated phones and iPhone. They
developed their touchscreen prototype in the nineties before anyone ever dreamed of
using a touchscreen cellphone.
Nokia’s downfall, however, came with the advent of Android and iPhone technology.
The new competitors regularly found unique ways to innovate according to
customers’ needs and this led to increased sales. Nokia wasn’t threatened because
they thought that having established themselves in the market will forever maintain
them at the top. Instead of improving their products by keeping up with their
customer’s needs they stuck to their traditional processes. (Benner, Tushman, 2015,
507) They were even reluctant to improve their Symbian operating system. Hence it’s
downfall. Nokia has tried to reinvent itself but to no avail. Eventually, the company
acquired by Microsoft which was attempting reinvent the service provider by
introducing the Lumia phones under the Windows operating system. However, this
did not work as the market was already flooded with better substitutes.
Process management and productivity
Is process management impacting the productivity levels? How is it influencing
productivity levels? The basis of Process Management is repetition. The repetitive
cycle makes performance same old, and hence the productivity levels remain the same
throughout. However, over time and with significant technological changes and
inventions, there will be a change in the entire outlook. The Great Recession
happened in the year in the year 2007. Since 2007 we have seen technology thrive
and take over production. Traditional jobs previously held by people have been taken
over and replaced by computers. Innovation has changed and grown in giant leaps
A REFLECTION ON: EXPLOITATION, EXPLORATION AND PROCESS MANAGEMENT: A
PRODUCTIVITY DILEMMA REVISITED (PROJECT MANAGEMENT COURSE) by MARY J.
BENNER and MICHEAL L. TUSHMAN 7
compared to the slow process in the past decade (Nager, 2017). Machines are much
smarter and faster hence having experience, or an educational background is no
longer a qualification for getting jobs. Computers significantly revolutionized the US
economy. 2017 has seen another recession concerning retail apocalypse (Derek
Thompson 2017). Technology has seen the development of online shopping. People
do not shop in malls and retail shops as they used to before, such a market approach
has a negative financial implication on local stalls and malls.
Conclusion
Therefore, process management has a positive impact on productivity. Technological
innovations have made production levels go up, and this has a positive effect on the
economy since producers are capable of meeting market demands. However, there are
negative implications associated with technological innovation as more and more
people are getting laid off and replaced by computers and more efficient machines.
While process management affects productivity, it can slow down the productivity of
other sectors like architecture. Meanwhile, the impact of process management on
productivity is positive. A proper process and an efficient manager means high yields
for a company (Thom, 2009, 100). We have seen such a significant effect on process
management in technology and innovation. The world is an interconnected web
because of the Internet. Information is easily accessible, and buying and selling of
goods worldwide do not require physical presence. It is only one click away. I am
however skeptical that the more we invent new processes to improve our efficiency,
the more people are laid off from their jobs, and this will change consumption
patterns.
A REFLECTION ON: EXPLOITATION, EXPLORATION AND PROCESS MANAGEMENT: A
PRODUCTIVITY DILEMMA REVISITED (PROJECT MANAGEMENT COURSE) by MARY J.
BENNER and MICHEAL L. TUSHMAN 8
Bibliography
Benner, M.J. and Tushman, M.L., 2003. Exploitation, exploration, and process
management: The productivity dilemma revisited. Academy of management
review, 28(2), pp.238-256.
Benner, M.J., 2002. Dynamic or static capabilities? Process management and
adaptation to technological change. Working paper, The Wharton School, University
of Pennsylvania, Philadelphia.
Benner, M.J. and Tushman, M., 2002. Process management and technological
innovation: A longitudinal study of the photography and paint
industries. Administrative science quarterly, 47(4), pp.676-707.
Benner, M.J. and Tushman, M.L., 2015. Reflections on the 2013 Decade
Award—“Exploitation, exploration, and process management: The productivity
dilemma revisited” ten years later. Academy of Management Review, 40(4), pp.497-
514.
A REFLECTION ON: EXPLOITATION, EXPLORATION AND PROCESS MANAGEMENT: A
PRODUCTIVITY DILEMMA REVISITED (PROJECT MANAGEMENT COURSE) by MARY J.
BENNER and MICHEAL L. TUSHMAN 9
Bonvillian, W.B., 2017. Advanced Manufacturing: A New Policy Challenge. Annals
of Science and Technology Policy, 1(1), pp.1-131
Hurt, M. and Thomas, J.L., 2009. Building value through sustainable project
management offices. Project Management Journal, 40(1), pp.55-72.
Modestino, A.S., Shoag, D. and Ballance, J., 2016. Downskilling: changes in
employer skill requirements over the business cycle. Labour Economics, 41, pp.333-
347
Nager, A. (2017). Trade vs. Productivity: What Caused U.S. Manufacturing’s Decline
and How to Revive It. [online] Itif.org.
