Between strategy and operations — made actionable.
Tactical Enterprise Management (TEM) pursues the approach of creating a living management model of the enterprise architectures on top of the real systems of record — to guide tactical decisions and translate them directly into operational action.
What sets TEM apart is not the time horizon — it is the object of control.
TEM sits between strategic and operational management. The distinguishing factor is not the time frame, but what is being steered and at what degree of integration: the continuous, cross-functional shaping of the enterprise configuration through which strategy becomes operationally executable at all — on the real systems of record, not on slides.
The object is real — the literature is fragmented.
The continuous coupling of strategy and operational reality is spread across neighbouring, each self-contained concepts. Each covers one section — none brings the enterprise architectures together in one typed, computing model.
Management Control
The canonical tactical middle layer — but on the axis of resource deployment under a given strategy.
S&OP / IBP
Occupies the tactical strategy-operations link and plan integration — horizon-anchored, supply- and finance-centric.
Enterprise Architecture Management
Brings architecture and semantics into a machine-readable model — but stays application- and capability-centric.
Viable System Model
A whole-enterprise control model — but deliberately abstracts from domain content: no product structure, no typed data model.
Target Operating Model
Names the target state of the operating model across several dimensions — but leaves the product architecture out.
Hoshin Kanri
Organisation-wide goal deployment from strategy to daily management — but no typed overall model.
The typed convergence of the enterprise architectures — including product structure.
What sets TEM apart is the equal, typed convergence of process, organisation, control, product/service and information/IT architecture in one computing model. In particular, the product/service architecture with bill-of-materials (BOM) resolution is missing across the entire neighbourhood examined: the Viable System Model abstracts from domain content, the Target Operating Model leaves it out, S&OP/IBP and EAM address other sections. This is the niche TEM occupies.
Company Cubing provides exactly these architectures as a typed model — a Cartesian coordinate system of the company. On it, the tactical feedback loop builds: structure, plan, analyse, adjust — in one system.
Not a new management level — a class of method and system.
TEM does not present itself as an additional management level — that would collide with the classic three-tier division of management. It holds up as a class of method and system in the sense of Design Science: its artefact, Company Cubing, operationalises the typed whole-enterprise integration. The approach connects to established Tactical Management (Petrevska Nechkoska) and to Operating Model Design — as their rigorous, product-structure-integrating and semantically typed continuation.
A list of sources and foundations will be added after verification against the primary sources.