Point:

All firms and functions have five business subsystems that must exist and thrive for the organization to be effective and efficient . Each must thrive in its role even though it is constrained by a constant, natural and valuable conflict with the other subsystems. Each has a “dynamic” through which it attempts to maximize itself by weakening or killing off the roles of others.

Action:

When the maintenance function’s organization is designed, include a step to conduct business subsystems analysis and design.

Outcome:

The maintenance function's structure will have avoided a commonly observed pitfall: omitting roles from its structure or locating roles on the structure that will not allow them to survive the natural, valuable conflict between subsystems.