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  2. First Principles Thinking for Business Process Redesign
  3. 06 · Rebuild with genuinely different mechanisms
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Home └First Principles Thinking for Business Process Redesign └06 · Rebuild with genuinely different mechanisms

First Principles Thinking for Business Process Redesign

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Course content
  • 01 Foundations and evidence
    • 00 · Start with the reasoning
    • 01 · Define the outcome and boundary
    • 02 · Decompose functions before drawing the future process
    • 03 · Build an evidence ledger
    • 04 · Separate obligations from inherited constraints
  • 02 Principles and reconstruction
    • 05 · Write principles that can guide a design
    • 06 · Rebuild with genuinely different mechanisms
    • 07 · Compare designs without hiding the tradeoffs
    • 08 · Design a test that could prove the idea wrong
  • 03 Facilitation and scope
    • 09 · Facilitate rigorous challenge
    • 10 · Keep the work within its decision boundary
  • 04 Practice and assessment
    • 11 · Work through customer onboarding
    • 12 · Transfer the method to a purchasing decision
    • 13 · Capstone service request redesign
    • 14 · Assess learning and plan transfer
    • 15 · Individual knowledge check 10 xp
  • 05 Worksheets and facilitator resources
    • 16 · Participant worksheets W1 to W11
    • 17 · Facilitator guide and assessment rubric
  • 06 Optional application coaching
    • 18 · Session 1 Review the problem and its foundations
    • 19 · Session 2 Challenge principles and alternatives
    • 20 · Session 3 Review the test before action
    • 21 · Session 4 Interpret evidence and decide the next step

06 · Rebuild with genuinely different mechanisms

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Colabmo development course A-P02

Learning objective: Generate alternatives that differ in how necessary functions are fulfilled.

Three onboarding alternatives vary shared evidence, delegated authority and customer preparation while preserving required controls.
Three onboarding alternatives vary shared evidence, delegated authority and customer preparation while preserving required controls. Original Colabmo teaching visual.

Begin reconstruction with a blank functional model and the agreed principles. For each function, vary who performs it, when it occurs, what information it uses, what triggers it and how exceptions are handled. Combine compatible choices into complete alternatives rather than collecting disconnected ideas.

A request process could use centralized triage, distributed authority within explicit limits, or customer-assisted preparation followed by specialist review. These are different operating mechanisms. Three software brands implementing the same approvals are usually variations of one mechanism.

For every option, walk a standard case, an incomplete case and a disputed case through the design. Identify the decision owner, evidence created, handoff and recovery path at each relevant point. If a proposed shortcut leaves an exception owner unknown, the design is incomplete.

Show the chain from principle to function to design choice. If reliable identity must precede activation, identify the mechanism that establishes identity and the event that blocks activation when evidence is missing. “The platform handles it” is not a sufficient mechanism.

Keep current-state improvement as a comparison option when appropriate. FPT can support retaining the present architecture if alternatives have worse tradeoffs. The point of alternatives is to expose assumptions and choices, not to force dramatic novelty.

Generate individually before group discussion so the first speaker’s preferred design does not set the entire search space. Use analogy only after establishing the necessary functions: an appointment system may suggest capacity reservation, but its suitability for supplier approval still depends on the premises in that business.

Practice

In W6, create three complete options for one process. Each must vary at least two structural choices, such as authority and timing. Give each a standard path, exception path and failure recovery. Trace three features back to W5 principles.

Check your reasoning

A team offers three tools that all reproduce the same serial approvals. What is missing?

Worked response

It has explored tool selection, but not meaningfully different arrangements of the necessary functions. Ask it to vary authority, dependency, timing or information ownership while respecting the principles.

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