"Routines are the bedrock of any organisation.[Moi ici: I call them processes like in ISO 9001] By ‘routine’ we mean a repeated performance either by an individual or a collection of people interacting together. Some of these routine behaviours have been deliberately designed and trained into people. Others have emerged without any deliberate intervention by managers. All routines evolve and are a source of incremental change and improvement inside the organisation.
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Routines have an ostensive aspect and a performative aspect. The ostensive aspect is the basic structure of the routine. For example, consider the routine of dealing with a customer in a car-servicing facility. There is a general structure for this routine which includes greeting the customer, offering a seat and some refreshment, locating the paperwork, checking the work to be done and any other issues, handling the car keys, informing the customer when the car will be ready, etc. This ostensive structure is understood implicitly by experienced customer-service personnel, and it rarely alters significantly. The performative aspect is a particular enactment of the routine, that is, what I did with this customer this morning. Each time someone performs the routine, it will be slightly different, due to a whole raft of reasons, for example, time of day, the mood of the customer, the complexity of the service and repairs, etc. Thus, the performative aspect of the routine is the source of variation.
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In fairly stable environments, it is likely that the ostensive routines of most competing firms will look very similar. What this means is that the sources of advantage that a particular firm might have will come from the particular performances of these routines achieved by its members. Subtle differences in the way that they enact these routines may well be sources of advantage and if these subtle differences incorporate significant amounts of tacit knowledge, then it is very difficult for competitor firms to replicate these valuable routines. Tacit knowledge is often referred to as know-how, and it is built through experience. ”
Trechos retirados de: Paul Raspin. “What's Your Competitive Advantage?”
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