Task B1.3: Inadequate Parts

What is Task B1.3?

Task B1.3 is part of the "Orient" phase in the Viability Canvas methodology, specifically within the "Review the results of the Analysis" step (Step B1). This task instructs you to "Re-consider the parts that seem to be inadequate. Do you have an initial idea of how to handle them? No, do not yet act. It would be best if you had some more critical input."

Purpose of Identifying Inadequate Parts

The purpose of this task is to recognize functions that exist but are not performing effectively enough to support organizational viability. This serves several important functions:

1. Pinpointing weaknesses: Identifying where existing functions need strengthening
2. Distinguishing from missing parts: Recognizing the difference between absent and inadequate functions
3. Creating improvement targets: Providing focus areas for enhancement rather than creation
4. Acknowledging partial functionality: Recognizing where functions exist but need development
5. Building on existing assets: Leveraging what exists rather than starting from scratch

By identifying inadequate parts, you highlight areas where improvement rather than creation is needed, potentially allowing for more efficient and less disruptive interventions.

Understanding Inadequate Parts

In the context of the Viability Canvas, "inadequate parts" refers to VSM functions that:

• Exist in the organization but lack sufficient resources, authority, or capability
• Are performed inconsistently or with limited effectiveness
• Have been marginalized or deprioritized within the organization
• Operate with outdated approaches or tools
• Exist structurally but don't fulfill their intended purpose

Unlike missing parts (which are absent), inadequate parts present opportunities for enhancement and development rather than creation from scratch.

How to Complete Task B1.3

To identify inadequate parts in your VSM analysis:

1. Review each existing VSM function for effectiveness:
   • Does it have sufficient resources to fulfill its purpose?
   • Does it have appropriate authority and influence?
   • Is it properly connected to other functions?
   • Does it operate with appropriate methods and tools?
   • Is it recognized and valued within the organization?
2. Assess performance relative to needs:
   • Is the function meeting current organizational requirements?
   • Does its capacity match the complexity it must handle?
   • Are outputs of sufficient quality and timeliness?
   • Is it keeping pace with changing demands?
3. Identify specific inadequacies:
   • Resource limitations (budget, staffing, tools)
   • Authority constraints (decision rights, influence)
   • Process weaknesses (methods, procedures, practices)
   • Capability gaps (skills, knowledge, experience)
   • Structural issues (positioning, reporting relationships)
4. Document inadequacies with specificity:
   • Which function is inadequate and in what specific ways
   • How the inadequacy affects organizational performance
   • Initial thoughts on possible improvements (but do not commit yet)
   • Importance and urgency of addressing the inadequacy
5. Flag for further analysis:
   • Note areas requiring deeper diagnosis
   • Identify where additional data might be needed
   • Flag potential quick improvements versus systemic issues

Example Application

In an application of the Viability Canvas to a manufacturing company:

"The team identified several inadequate parts in their organization: System 2 coordination existed but was under-resourced and relied on informal relationships rather than systematic processes; System 3 operational management was overwhelmed by daily firefighting with insufficient time for optimization; and System 4 consisted of a small market research function that lacked influence and connection to operational reality. The team noted initial ideas for strengthening these functions but recognized they needed more analysis before determining specific interventions."

By identifying these inadequate parts, the team could focus on enhancing existing capabilities rather than building entirely new functions, potentially making more efficient use of improvement resources.

Practical Considerations for Identifying Inadequate Parts

When identifying inadequate parts in your VSM analysis:

1. Look beyond formal structures: A function might appear adequate on paper but function poorly in practice
2. Consider adequacy relative to challenges: What works in stable environments might be inadequate in turbulent ones
3. Assess developmental stages: Functions might be developing but not yet mature enough for current needs
4. Recognize systemic effects: Inadequacies in one function often affect others (e.g., weak System 2 overloads System 3)
5. Balance short and long-term perspectives: Functions might be adequate for today but insufficient for emerging challenges

By thoroughly identifying inadequate parts in your VSM structure, you create opportunities for targeted enhancement that builds on existing organizational assets while addressing critical capability gaps.