Monthly archives: April, 2015

Systemic Governance

Like defense or offense, governance is a high-level orchestration of multiple concurrent activities, conducted to create an overall state – in this case, a state of assurance of stakeholder values. Governance provides an orientation to activities that, by executing them under known constraints, aligns their impacts cooperatively towards assurance. This framework guides the orchestration.

 

Systemic%20Governance[1]

 

The background notes for this framework are here on Slideshare.

[Framework builder courtesy eXie]


Performing Innovation Under Governance

For those who manage performance, governance appears to offer a layer of security for meeting performance targets. But the scope of governance’s concern naturally exceeds the scope of production performance, representing a need to protect opportunity above and beyond performance targets. Inappropriate performance management will hold back innovation unless governance is appropriately influential on production.

Performing%20Innovation%20Under%20Governance[1]

 

The notebook accompanying this table traces the influence on the production environment that governance brings, with regards to supporting innovation. Click here to access the notebook.

 


I.T. is Dead; Long Live I.T.

The End Of Disruption

We have had over 60 years of business-class production based on intelligent automation through computing. During that time, business continually drove the evolution of the technology environment and focused intently on being a technology supplier itself.

Now, we have a change of view.

Thanks to the pervasiveness of the diversity of the internet, the demand perspective, not the supply perspective, is the heart of the business view – and Technology Information, not Information Technology, is the heart of the demand perspective on intelligent automation.

In the next normal, when the Internet of Things  (IoT) is the default activity platform, we get the return of information services to the top of the discussion queue.

Information services will allow relief from the limitations of strategy based on fixed process, and will begin maturation of techniques needed in the new production ecology.

Even more to the point, the default business view of service is about service information, not about service technology.

Demand-orientation creates a different understanding of services for production, while it explains the logical posture of management against constant environmental change.

Disruption only occurs when there is an over-commitment to low agility. This discussion lays out the management adaptation to services in the complex environment of the IoT.

Open The End of Disruption_IT Is Dead

Synthetic Intelligence for Production