Understanding the Flow of the MoOE: A Primer
Explaining the Flow of the MoOE
Within the MoOE, the upper left quadrant (Q1) addresses the concept that as each new employee enters the company, they have a certain level of skill and a personal attitude; hence, those two attributes are combined to accomplish a score for each employee's attitudinal level of competence (ALoC). However, the ALoC is a company metric that is not the subject of study in this analysis; that metric is to be evaluated within the context of the business platform and used by internal management.
As such, Q1 is the entry point of the human input cycle. The baseline level of attitude, which is part of the ALOC, can be assessed using various surveys, internal company documents, and questionnaires. The employee's skill level, the second part of the ALOC, can also be accessed by specific questions designed to identify key factors for each given job position; this can also be accomplished with pointed interviews, surveys, and questionnaires. Accordingly, while the AlOC will not be tested, the individual components of employee skill and attitude will be accessed, and each of those components is an indirect variable (IV) in the study.
The pathway from ALOC in the MoOE progresses through additional factors; thus, the human input cycle is completed in the right lower quadrant (Q4), whereby the dependent variables (DVs) of the level of company culture, engagement, and expertise comprise another internal company metric. That metric, the level of culture, expertise, and engagement (LoCE&E), like the AloC, is only measured within the business; however, the individual components of culture, expertise, and engagement, which are all DVs, are studied individually in the context of this research. Subsequently, Q1 ends its cycle in Q4; thus, measuring company engagement, expertise, and culture, which is foundational to Q4, can be analyzed and assessed using various surveys and questionnaires.
As the cycle continues, the LoCE&E moves toward the upper right quadrant. At this point in the cycle, the mechanical input cycle portion of the model begins with raw materials that are processed within the company using a system or a series of systems to create potential work, which is categorized as a corporate metric; as such, the potential work will be measured within the context of the business using internal documentation, surveys, and questionnaires. The term raw material in the context of the MoOE is subjective to the respective business that is studied under the framework of the MoOE.
For example, if the particular business is a building, wholesale, or supply company, the raw materials are simply the items used to build the prospective project. In those cases, the quality of the final product, or the customer's perception of the materials manufactured or supplied to the customer, is directly correlated to the actual quality of the materials. However, in the case of software as a service (SaaS) business, the raw materials may be the programming language or other platforms used to build the computer software. In either case, the raw materials in this study are an IV. Next, those raw materials must be processed and organized to become potential work, and that is via operating systems, which is the second IV in Q2. Both IVs in Q2 will be studied via surveys or questionnaires.
Next, those raw materials must be delivered to the customer in their current form or processed as they become part of a final product. If those items are unprocessed, the product becomes the method for processing and delivering to the end user. Hence, packaging and delivery systems become the final product and thus become as crucial as a processed or manufactured item. Consequently, quadrant two ends in quadrant three; however, before the new cycle begins in Q1, the level of product quality and quantity (LoPQ&Q) is tested. Like the AloC, the LoPQ&Q is only measured within the business; however, the individual components of quality and quantity, which are all DVs, are studied individually in the context of this research via surveys and questionnaires. At this juncture, as the LoPQ&Q moves to the starting point at Q1, one full cycle has occurred.
The last major component of the system is the multi-level information system (MLIS), which is comprised of four separate systems within entrepreneurship. Namely, the first is leadership – corporate vision and culture; in an SME that is striving to engage in massive growth and development, leadership must provide a strong corporate vision to precipitate engagement at the highest level; that strong vision and ultimate engagement in the staff will transcend to a company culture of growth and development. As an SME navigates the turbulent climate of growth, development, and constant change, a strong vision and supportive corporate culture are mandatory. For example, Amazon.com would not be the company it is today without Jeff Bezos, and it is hard to imagine what Apple would have become without the visionary leadership of Steve Jobs. The second is the corporate hierarchy system, which is how the business arranges its corporate structure. How the company arranges its administrative, managerial, and operational staff profoundly affects business operations and the ultimate corporate success; hence, that system is at the top of the MLIS.
The third component of the MLIS is the knowledge base, which is the data system that records and keeps all the company data organized and orderly to precipitate the foundational base to build all the necessary corporate and operational systems within the business. For example, as employees enter and exit entrepreneurship, it is critical that work completed by a staff member who is part of the corporate development team is recorded in the company. This recorded work facilitates employee continuity that benefits the business in terms of time and revenue. Hence, new employees can enter the business in a plug-and-play fashion. The last item in the MLIS is the continuous improvement system; it is displayed last because the other three dynamics must be in place to effect consistent improvement. There are many continuous improvement systems; however, for the purpose of the MoOE, it is suggested that the 4sBIC be used since it was developed to be used with the MoOE specifically. The use of a continuous improvement system is not a novel approach; its use has been a part of the business and management community for decades. That underscores the necessity and importance of such models. Hence, continuous improvement is a fundamental theme in business development and a critical component of the overall theme of the MoOE.
Thus, the MoOE endeavors to demystify the process by which Amazon.com can start in a garage with a handful of employees and aspire to become the most significant retailer in the world. Amazon's business development process found a place beyond wisdom in metaphysical contemplation, evading conventional understanding; thus, they delved into the ineffable nature of existence and consciousness, encompassing existential questions about reality, purpose, and the boundaries of human cognition. This domain challenges even the most profound philosophies, inviting intellectual humility and perpetual inquiry; these are the underpinnings and challenges of the MoOE. Hence, the MoOE aims to aid each SME in developing systems by which a base-level entrepreneur has access to resources by which they can invoke the potential of that space beyond knowledge beyond wisdom to build an operation that transcends philosophical paradoxes.