Network Magic's rapid growth creates a growing demand for resources. And the more they satisfy their customers the more difficult the problem becomes. There is a also a video for this insight which is a component of the Effective Problem Solving Course.
It is critically important to understand the relevant relationships and who is responsible for which sets of interactions as they are the only ones in a position to alter those interactions.
The situation at hand is a desire to maintain a [desired support readiness] in the face of the current [support readiness]. This will serve as the focus to help ensure we maintain relevance
In the diagram that is to follow you should interpret Blue lines as adds to or increases, and the Red lines as subtracts from or decreases. The diagram that is about to unfold is developed by asking, for each element in the diagram, what does it influence, and what influences it. And asking if that influence is relevant.
The difference between the [desired support readiness] and [support readiness] creates a [support readiness gap] that we have to figure out how to deal with.
The [support readiness gap] influences us to [hire and train support staff]. This action will add to the [trained support staff] thus increasing [support readiness]. Once [support readiness] reaches [desired support readiness] the [support readiness gap] will be zero and there will be no more need [hire and train support staff].
The goal of this set of relationships is to [Maintain Support Readiness]. But wait, there's more.
Other Orgs are experiencing the same resource problems as [employees required] is greater than [current employees] producing an [employee gap].
Other Orgs have come to the conclusion that the best place to find resources which know the company, the customer and the product is to hire them from support. As such the [employee gap] in conjunction with [trained support staff] encourages Other Orgs to [raid resources] to satisfy their resource needs. This action just makes Support's life more miserable.
This set of relationships actually represents Other Orgs [Satisfy Workload] structure, which isn't helpful to support. But wait, there's still more.
[users] are responsible for [orders] when increases [employees required] and when the produce is delivered the [Customer Utility] structure is completed.
The [trained support staff] creates [Creates Customer Satisfaction] though ends up detracting from [support readiness]. This structure is critical if Network Magic wants to be successful and continue to grow.
[Management] along with [Support] and [Other Orgs] are responsible for the interactions between [Support] and [Other Orgs].
If you study the relationships for a while it becomes apparent that the engine of growth is really a convoluted figure 8 that runs though each of the responsible arenas. [users] create [orders] increasing [employees required] adding to [employee gap] influencing [raid resources] adding to [current employees] which creates [users] which impact [support readiness] increasing the [support gap] inducing [hire and train support staff] which results in [trained support staff] which ensure satisfaction of [users].
So who should be involved with figuring out how to deal with the current situation? Everyone that touches an interaction that's relevant to the situation of course.