I think that System Dynamics (SD) may be a good choice. Please check this:

https://www.abacademies.org/articles/modelling-of-dynamic-capabilities-a-system-dynamics-approach-7551.html

Dear Sergey,

There is never a clear definition between stable and dynamics routines -- all operations of a company are changing through small or breakthrough process innovations, all operations of the modern company MUST be fluide to make in agile, robust and sustainable (a very fashionable term). In this respect, the worst thing is to appoint special persons responsible for changes -- this is the responsibility of the existing persons who may use the support of professional change assistants (consultants, technical contractors etc.

Finally, to introduce KPI on change is to produce false reports on non-implemented measures with (usually) negative performance results (as such reports on imitation of change activities distract time and efforts from real things). Just change your vocabulary and look into the assessment of efficiency and effectiveness of process innovations -- there is plenty of books, technical guides etc on it, even an archaic http://www.gurkov.ru/1998_science.php contain something about.

Success!

Igor Gurkov

The ethics and philosophies of that organization need to be analysed for it

Even I think there is nthg defined as stable and dynamic functions... It depends on each and every orgn and how they have been classified earlier. To calculate the optimal number required also can be done they various methods and it depends on nature of the orgn.....

Keep it simple.

Any operational design should answer some questions, but always has some main questions to answer, previously.

Step 1 (mandatory)

Define your competitive strategy. Then design your Supply Chain, once this design is done. You can continue designing your operational process, do you need to know your SC flows (operational, informational and financial) and cost numbers to decide about the next step.

Questions

a) What is the strategy that this operational process to feed?

b) What is the demand that this process should provide?

c) In that part of the Supply Chain, this process acts?

d) How this design maximize profits and minimize costs?

e) It's a primary process or a secondary (support) process within our Value Chain?

f) Which are your goals and objectives? What did we expect of the process? this is very important due to that you must design based on these objectives.

g) Define your Q&A standard, so this is your base of comparison, to in the future build you KPI's. Based on it's you can develop your control objectives and for consequence the KPI's.

1. How to split tasks between operational routines (repetitive tasks, business as usual) and dynamic routines (transformations, NPD, innovation etc.) for different functions (sales, manufacturing, HR, etc.)?

This question is answered for my past comments, without it, you only made an incomplete work that as always in the text is a theoretical misrepresentation of the reality.

Your design process considers certain restrictions or thinking in unexpected, that isn't the norm, your design is for your central limit of the process, any deviation must be treated as that it's an exception.

2. Once you know the operational number you need to define with that resources you will develop any process, this could be with people, machines, automation or other means. if you decide to use people you need measure times in each part of the process and build a "Line Balance" and if is productive to define machine and times a Mass Balance"

3. KPI's are only control measures that we design to measures relevant or critical operations or processes, that we need to keep in or near to the central limit (search SPC). You should develop it when you have mapped your processor when you are followed all the before steps.

Greetings

Alfredo

Te sugería que te alimentes de teoría, entre ellos HENRY M/NTZBERG sus libros sobre diseño de organizaciones eficientes: https://tecnoadministracionpub.files.wordpress.com/2016/08/u2-mintzberg-e28093-disec3b1o-de-organizaciones-eficientes.pdf

está en función al tipo de empresa, las empresas trasnacionales son má compleja su operatividad, la edad de la empresa, existen muchos factores,...su capital de trabajo, apalancamientos, sus clientelas, promovedores, tecnología, normas, medio ambiente,.... al final es la creación de valor.

Dear Sergey,

Since some years now great deals of researchers have focused on the concept of routines. Routines enable researchers to make out some of the dynamics which govern the organization, by fostering stability or, on the contrary, favoring development and change. Organizational routines are `repetitive, recognizable patterns of interdependent actions, carried out by multiple actors. The ground-laying works forging the interest in routines have paved a new way towards the understanding of the organization. One gains better insight into the relevant organizational dynamics within the organizations so as to learn to identify them, recognize them and influence them in order to eventually endeavor to better manage them. By dynamics, refining our understanding of the conditions for changing routines and their interdependence they can enable foresight and thus a limitation of the effects arising from the inevitable disturbances in any organizational life studies can be evaluated.

Check some references given below.

1.Feldman, M. (2000). Organizational routines as a source of continuous change. Organization Science, 11(6), 611-629.

2. Nelson, R. R. & Winter, S. G. (1982). An evolutionary theory of economic change. Cambridge,MA: Belknap Press of Harvard University Press.

3.1.https://hal.archives-ouvertes.fr/hal-00876163/document

Ashish