Dear friends!

We are glad to present to you Version 2.0 of the Bastau software package. At the stage of creating of the updated platform, we set the task to create a universal environment that could simplify the management of geographically distributed organizations.

In the presented materials we have embodied the classical approach, when access to data on any geographically distant unit is possible in one-click on the world map. As an example – a module for the work of HR-service.

The principle of “flexibility” of the system is also implemented, where the expansion of the number and types of fields for employee questionnaires or reporting forms does not require involvement of IT specialists.

You can instantly search for employees that meet certain parameters (skills, work experience in the organization and at previous places, etc.). The platform will visually reflect the presence of people you are interested in in each of the branches.

As in the Version 1.0, it is possible to collect in one-click reporting data on staff performance into a single document.

The same functionality can be used for very specific areas. For example, for a system of internal surveys or collecting proposals in order to improve the organization’s activities. Imagine that you, being the top-manager, will be able to personally ask a question that goes to each employee of your organization and get a summary of the document, spending no more than 3 minutes of your personal time, even if you have tens of thousands of people working. Of course, your employees need to give some time to make a response.

In the process of creating new functionality (this occurs often), we, unexpectedly for ourselves, pushed the horizon of the platform’s capabilities. The scope of the platform has become much wider.

The world map is a basic tool to which branches are geographically linked. Instead, we can now place absolutely any basis – the spatial scheme of a building, equipment or machinery, an industrial structure (up to large plants, industrial complexes or, for example, dams). At your disposal there will be a 3D projection of the system or the object, in any part of which its performance indicators will be displayed. The interface will present the user.

The system of integration with existing databases allows you to use Bastau as the top add-in to the existing information systems in your organization – as a new visual environment.

Once again we would like to note the speed of implementation. This quality makes the development truly unique. Digitization of any complex system will take a few days.

 A little more about innovation.

We believe that any information systems that leave the user in two-dimensional space are outdated. Perhaps for this reason, management software systems that are used today in large organizations can be attributed to the “Stone Age”.

Understanding of three-dimensional space by people is considered to develop in infancy and is closely related with the coordination of human movements. The visual ability to perceive the world around us with the sense organs in three dimensions is called depth perception.

Majority of senior managers has not deep understanding of the processes. The traditional way of obtaining data from an employee located nearby in the hierarchical chain is obsolete.

The Bastau methodological approach runs counter to the established system of movement of reporting information along the hierarchy. The problem is not only in the technological structure – the problem is in the laws in society.

Imagine that a senior manager, let it be the Prime Minister, must decide on an issue. He contacts the relevant minister, instructs to examine the situation and give suggestions. This minister, in turn, further sends a request to his deputy. Deputy to Director of the Department. Next – level by level down. As a rule, 10-15 levels. In a horizontal format, colleagues from other departments and divisions are also involved, whose opinion may be important. As a result, the question “flows” down the system to the real sources of information located in the “lower” echelons. The first methodological problem is total waste of time.

Then the following problems arise:

The answer also flows according to the original scheme, but in the opposite direction. With the passage of each new level, the degree of its “adequacy” is lost. Nobody likes to send up bad news. The data is “smoothed out”, sharp and problem parts are removed. Someone on the way back thinks that they don’t meet the level of top management to know about the presence of such minor details and cut out some of the data, someone has their own opinion and the data is “transformed” along the way beyond recognition. As a result, the leaders are in an information vacuum. Often they know exactly what their downstream links allow them to know. The quality of strategic decisions decreases many times. The speed of access to information is too small. As a result, many vital decisions are based on incomplete, outdated or simply erroneous data.

In general, the higher management has more distorted information. Communication channels are clogged up – this can be seen from bulky folders of documents accumulating in reception areas, and in organizations that have completely switched to electronic document management – by the number of documents not examined in the “for review” list.

Often, in the middle links performers do not contribute anything fundamentally new. They are only intermediaries and spend their time to coordinate the flow of documents. Losing their time is a waste of public funds and inefficient use of human resources.

So, the decision-making process at the level of the entire State/corporate system is delayed. Middle managers are like postmen who pass information through themselves in accordance with the principles of the hierarchy. Most of the data does not reach the top. Responsibility is blurred, the role of the lower units is underestimated.

Bastau can speed up the decision-making process many times, ensuring the creation of a single database on the areas of responsibility and the results of the work of each unit/employee across the State/corporation. This can save huge financial resources only by optimizing human resources, and also reveal the personal effectiveness of each unit.

We are stating that the implementation of technology can also significantly reduce the overall workflow, and also reveal the “dusty areas”, which are often an excellent environment for making non-transparent corrupt decisions.

Yours faithfully,

the “Bastau” team