As a complement to “The Containment Mesh” of the problems that arise in any organization on a daily basis and especially as one of the reinsurances that said mesh works as such, the concept of “Internal Self-regulation” arises.
It is about explaining the importance of the search from the Top Management for an “ Internal Self-regulation ” in each of the important processes of the company, so that cracks are not generated that put non-compliances of any kind at risk. This entails a consolidation of the containment network within the organization.
There are several specific causes of why failures or lack of containment and prevention of problems occur, but one of the sure root causes is that the operational decision roles are not aligned with a concept of self-regulation; It will depend on the type of roles specified and the size and format of the organization.
In general, the flattening of the pyramids, the successive reengineering, which generate role mergers and tasks with the loss of crossed controls that produce weak flanks; that they are not 100% replaced by the technology of integrated systems (ERP) and on the other hand the important growths, as some organizations had, with lack of sufficient vision from the top management, are breeding ground for failures and problems in the different areas. Hence the importance of achieving the maximum balance between the design of the organization and internal self-regulation between all functions and roles so as not to generate cracks in the containment mesh.
Addressing the concept of "Internal Self-Regulation" is also useful to improve other difficulties that organizations have in decision-making. In such an environment, the decision-making process is streamlined because almost automatically everyone is very clear about how they are involved and serves to improve said process.
In general, implementation will depend, among other things, on the maturity of the organization and on the functionality of the organization chart, but there are some common points in all cases, such as:
1. One way of seeking self-regulation is that in all areas, each mapping of a process establishes cross-checks that ensure that internal failures are not generated between supplier and customer sectors within the organization.
2. Generate in the positions of responsibility at the level of Middle Management the need to face certain situations and problems, involved Necessary or Complementary Actors “AND” Sufficient or Primary Actors as reinsurance.
3. Generate in the roles above that in the face of certain situations or problems, one must act quickly depending on the Distance of the Role to the problem or concrete fact, in this way the two or three roles closest to the case in question are obliged to Act accordingly.
