Monday, October 14, 2013

Adopting a Social-Technical-Ecological Perspective of Governance Models

The main thing is to keep the main thing the main thing’ -Proverb

The business environment becomes hyper-connected, over-complex, uncertain, and ambiguous, digital organizations are emergent at the age of information abundance. When focusing on governance, the organizations may need to consider business architecture in managing a social-technical-ecological business view, and adopt the governance models to embrace such multi-dimensional perspectives.  

Inherent in this new the social-technical-ecological view is understanding ecosystem dynamics, combining different ecological knowledge systems to aid in interpreting and responding to ecosystem feedback, a focus on dealing with uncertainty and surprise - both adaptively and transformatively - and supporting both cross-scale and, cross-organizational governance systems. 

Respond to ecosystem feedback, which means not only you need solutions to the immediate problems, but should also try to understand the longer-term problems caused by the immediate solutions. It includes the system level concern of organizational resilience. Otherwise known as: A butterfly flaps its wings in the rain forest...

Try to understand differences and correlation points between corporate culture and corporate social structure: This will identify types of triggers and responses in the 'social' area and you will see if ecology and technology fit with them. As culture is an attitude & leadership quality that institutionalize the true foundation for continuous improvement through operational excellence, sustainability, customer delight and outstanding business growth; and governance is the process to steer the high-performance business results. 

Take a dynamics system approach to model whole systems and look at eco-systemic interventions on the basis of developing and implementing 'fundamental solutions.Systems theory is fundamental to SET ecosystem dynamics, necessary but not sufficient. It is only one of the core sets of disciplines required in order to be a successful business architect.

Assess Capability Gaps: The capabilities are required to bridge the gap defined between the current state assessments and the blueprint and associated business case which also take into the cost and revenue associated with benefit realization.

Benefits need to be the reason for change, the drivers for determining and managing the individual components of change and the prize at the conclusion of the change. The key components thereof are benefits mapping, benefits management strategy and plan. Benefits (or dis-benefit) realization in transformational programs happens subsequent to the delivery of the required capabilities built by projects.

Governance is steering, it's neither linear nor single dimension, it is critical in adopting a social-technical-ecological perspective of governance models, in order for building businesses from built to last and from good to great.


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