IEM Enterprise

Management of market signals, that are being broadcasted internally through standardized business processes.
1. External sorting — market management

Free market is the most complex management system among actually liable ones.
In an IEM Enterprise employees receive management impulses only from the market, and work with market demand, not with the plan (“extraction" in TPS).
Complete rejection of any kind of planning as a management tool, instead of scenario simulation.

2. Internal sorting — broadcasting market signals along value chains to every employee.

The signals are transmitted during the standardized business processes (possibly automated by IEM-system), rhythmically synchronized on the scale of the enterprise at the very minimum.
At maximum — on the scale of global value chains.
Planning and buraucratic despotism management
Valuebale external market signals are ditored by the booming idiocy of the buraucratic hierarchy.

Fundemantal planning inferiority leads to regular emergencies.
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Local knot of global value chains
The meta-objective of the IEM operational level — organization of resource movement through the knot of global value chains, controlled by the company with minimal friction (expenses).
IEM cybernetic limit physical concurrency — manifestation of superconductivity: business, the expenses of which are near zero.

Abstraction of the knot of global value chains naturally leads to the requirement of regularity of pace and evenness of business process execution ("leveling" in TPS) inside and outside of the company, and banning global flow imbalance in order to achieve "local optimums" (Goldratt): strategic expenses always exceed tactical gain.

Hence IEM has an implicit priority of long-term goals over short-term ones, and the numerical reference of vague "long term" is at least several finished business cycles. (most of the departments still match the calendar year).
Separated functional "branches" and "departments"
Operational chaos due to excessive "regulations" and personal priority of keeping one's comfortable position at any cost.
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Infinite IEM self-similarity
Business processes of any kind, complexity and intensity are simulated in the IEM paradigm.
Universal IEM-model is simultaneously the most accurate approximation, comparing to the other possible particular solutions.

For the organization, IEM enjoins serial coordinated approximation (not a one time reform, See. "Integrity) to an ideal IEM-model: all section of global value chains. Order and coordination is much more important, than speed ("Kaizen" TPS).
On the scale of global economics — evolution of all economic agents to the IEM model and the following smooth consistent integration of global value chains into an isolated multicellular economic meta-organism with global reach ("economic singularity").
"Every unhappy family is unhappy in its own way" (L. Tolstoy, "Anna Karenina")
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IEM-model completeness
A doctrine of nature can only contain so much science proper as there is in it of applied mathematics (Immanuel Kant). IEM has nothing but mathematics.

An ideal IEM-model is inaccessible in practice; however, an unlimited approximation to it is possible.
IEM gives universal selection criteria of alternative solutions: in long-term the option closer to the IEM will be more profitable.
Business solution contrary to the IEM imperatives will only cause losses in the long-term.

"Technology" of any kind, which promises long-term profit in the defiance of IEM is a fraud, on the same basis as the statement that two by two is four.
Ignorant trust to popular charlatanism
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Leader — is an accumulation point of information in the center of business
The CEO’s core functionality of a IEM Enterprise is limited to two directions:
- outside: marketing strategy
- inside: creating impetus for its actualization by adjusting parameters of the IEM wages matrix.

Rejection of bureaucratic apparatus and administration
company is controlled by the market, and CЕО achieves leadership and governs influence on the IEM matrix by synchronizing people's personal motivation with business strategic goals as a whole.

Only monetary incentives for the personnel, based on objective calculating KPI, solely on the basis of external market signals.
End-to-end value chain, coordinated from inside along with a monetary inventive system are a projection of the company\shareholder goals onto the accounting monetary criteria of personal efficiency.
Adequate employees, motivated by adequately adjusted schemes, act in accordance with the shareholders' goals. Inadequate employees do not receive satisfactory wage (no results) and eventually quit.
Self-organizing ecological environment, where workforce productivity steadily increases without additional interference.

Uniting, coordinating and synchronizing marketing strategy and creating conditions for its realization on the operational level, the CEO of an IEM Enterprise is its center, backbone and accumulation point: a leader in the truest sense. Furthermore, the corporate leadership phenomenon is only fully possible as a part of IEM.

Delegation (to CMO, COO), splitting and/or delegating the IEM-leader’s core functions as well as collective leadership is strongly prohibited within the IEM paradigm.
King-CEO on the top of the buraucratic pyramid
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