Friday, March 20, 2009

The Organizational Mind

The organizational mind is a unique structure, composed of both tacit and explicit elements. It is directly related to competence and closely related to capacity and capability. The tacit elements are contained in the minds of the members of the organization where the explicit elements are part of the organizational memory. Why is this important? Tacit minds can walk. They are borrowed, or more properly rented, by the organization and form a symbiotic relationship with the organization. The explicit mind belongs to the organization. It use to be captured on paper, but in today's world the strength of the explicit mind is in the use of automated agents. In reality, much of the organizational mind is tacit and much of what is explicit is still randomly captured in fragmented bits ranging from paper records to excel files to fully automated intelligent systems. Still, this is the organizational mind and its structure has a profound effect on the adaptability and sustainability of an organization which I will explore in another post.

Cheers,

The Business Architect

Monday, March 16, 2009

Best Intentions vs Organizational Reality

After reading yesterday's post, I started thinking about why an organization might exhibit such inappropriate behaviors when - and we will give the benefit of the doubt here - all of the people that comprise the organization are bright and well intended individuals. Putting an employees personal goals aside for a moment, this has to do with the complexity of an organization. At the point where an organization becomes sufficiently complex it can, and most likely will, start to exhibit unintended behavior - emergent behavior. When an organization is too large to be comprehended by a single mind - and most are - or when a persons sensors aren't trained to detect these emergent behaviors, and this is often due to improper incentives, then these behaviors fly mostly under the radar, at least until they become so problematic that someone takes notice. (This is not to say that all emergent behavior produces disharmony in the mind, body and soul of an organization, just that it might).

Cheers,

The Business Architect

Sunday, March 15, 2009

An Organization's Mind, Body and Soul

There is only one thing that you need to do to develop a successful business architecture, harmoniously integrate the mind, body and soul of an organization. Since organizations can be complex, nested, political, ineffective, inefficient, inconsiderate, entrenched, stupid, aimless, fat, and slow, and since the environments in which they operate dictate - or at least shape - the requirements for success, this is no easy task. But still, I contend that all you need to do is that one thing. This then should be your goal, the harmonious integration of organizational mind, body and soul. Everything else flows from this.

Cheers!

The Business Architect

Saturday, March 14, 2009

The Business Architecture Project is Launched

Hello and welcome the The Business Architecture Project. Over the coming months, I will explore the structure, function and execution of an organization in terms of its decisions, operating environment, and life cycle. I will also be exploring how a business bent on success, adaptability and agility most often follows a slow and deliberate path to its own obsolescence. If these things are of interest to you, follow my blog or check back in once in a while.

Cheers,

The Business Architect

There was an error in this gadget
There was an error in this gadget