Coevolving Innovations

… in Business Organizations and Information Technologies

Enterprise joy

I’m writing this as a response to one of David’s comments , where he noted the dark cast of my first posting on this site. 

I agree that there is a kind of serious cast to that post, where I talk about the complexity and uncertainty that managers face.  This prompted David to comment about the pain-relief school of management consulting.

However, I did mention the notion of sustainment, and this was meant in the most positive way, as an indication of the mutually life-sustaining relationship among human beings and their institutions.

I’d like to go a little further and propose the thought that enterprises may be a source of joy, and may even be thought to experience joy.  I credit this notion to one of our IBM colleagues, Sukanya Patwardhan.  As part of an extended discussion, I introduced one of my standard themes, which is that human social systems are fundamentally living systems , which, as usual led to a health care analogy.  Sukanya pursued this point further by saying that maybe what we should be concerned about is not simply healing, but rather to foster well-being in enterprise institutions.  She further said that as services professionals we should go beyond feeling our clients’ pain, but rather share their joy.

I have thought a lot about those words, and they resonate with me.  I agree with David that technologies can be fun, as well as utilitarian, or dominating in the sense of providing competitive advantage.… Read more (in a new tab)

‘Gathering’ is so passive

I have previously stated a view that Requirements gathering does more harm than good

‘Gathering’ generally has the connotation of collecting something that already exists. As if ‘Requirements’ were sitting out there fully formed waiting to be collected. What value does a Business Analyst add who asks a client for their requirements and writes down whatever they are told? I wish this was uncommon practice but I fear it is not. If I were to ask my clients what their requirements are I am mightily impressed when they say ‘we don’t know’. By demonstrating the ambiguity and inconsistency in the answers who claim that they do know, it is relatively simple to discover that they do not. I don’t believe they should know, and I believe that we are doing them a disservice to let them think it is expected of them to be able to articulate an unabiguous and consistent set. But all this begs the question ‘What is a ‘Requirement’ if such a thing exists at all?’. That’s for next time. For now, I will sign off by saying that in my view whatever we do needs to be active and not passive. We need to help clients to identify and remove ambiguity and inconsistency. Without giving the game away we also need to help them seperate ends and means, to distinguish their goals from the features of the solutions which satisfy them.

Metaphors and Models

What is a business?  How can (or should) an expert business practitioner relay his or her knowledge to another interested party?  Trying to understand these questions leads down a path of debating the merits and demerits of understanding through metaphors, and understanding through models.  This eventually ends up with a discussion of roots in philosophy of science.

During the Seiad project in 1977, Ian Simmonds and I had many discussions about understanding business, filling up the whiteboard in his office at the Watson Research Center.1 My studies into business strategy reflected the two primary foundations:  microeconomics  — Michael Porter is a leading proponent of this approach — and organization theory  — with roots in the research of the Tavistock Institute, and the sociotechnical systems thinking from Fred Emery and Eric Trist.  Add onto that my personal bent towards decision support systems — Peter Keen‘s research while at CISR at the Sloan School at MIT was highly influential — and a strategic view of marketing that can be described as Market-Driven Strategy, as described by George Day.  These all represent models of business.

Ian — as I recall, starting from a side discussion with Doug McDavid — brought up an alternative approach to businesses, with the book: Images of Organization, by Gareth Morgan.  I had a visceral response to this work, because it prescribed the use of metaphors to describe business.  The problem that I’ve found with metaphors is that they relay an initial — and possibly superficial — portrayal of business.… Read more (in a new tab)

‘Requirements Gathering’ does more harm than good

I believe that we can do a much better job of doing two things. Firstly linking business goals to the projects and programmes that deliver them. Secondly, co-ordinating business change in delivery projects and programmes with IT change. Systematic treatment of these two things together capture the essence of what I think of as ‘Business Architecture’

In order to explore these two topics, and to make it more fun, I’m going to suggest that requirements gathering does more harm than good. I have some clear views about why I think it does, some of which differ from current widely held views. I also have some ideas about how we can do better.

I’m hoping that you will join in by providing your views about whether you think it does more harm than good, if so why, and what you think we can do about it.

Organizations and information systems: a trajectory through systems science

What are good foundations for understanding business, in an age of pervasive digital information? I’ve found systems science to be helpful, and ended up on a path where I’ve become deeply involved with the International Society for the Systems Sciences. The origins of this trajectory started at IBM in 1997 with the Seiad First-of-a-Kind project, leading to a 2-year assignment through the Advanced Business Institute.

In 1997, I had moved out of the IBM Consulting Group — the services unit that became IBM Business Innovation Services, and then IBM Business Consulting Services — into a Sales & Distribution unit (in the Boston area) called "Consumer-Driven Solutions". This business unit had the ambition to bridge the gap between clients in the retail and consumer products industry segments (as defined by IBM). In the confluence of changes at IBM, I led a proposal to lead a First-of-a-Kind project, that included customer-facing consultants from the Object Technology Practice of IBM Consulting Group1, scientists from the Watson Research Center2, and industry experts hired as consultants into the Consumer-Driven Solutions unit3.

The Seiad project essentially had three goals:

The time frame to do this was twelve months, but after five months, the project was wound down, due to some managerial accounting issues inside IBM.… Read more (in a new tab)

Why coevolving?

The question of the relationship between technology and human social systems can be seen as a matter of coevolution.  That is the genesis of this discussion of factors and implications involved in coevolving technologies and human social systems. 

Technological tools and organizational methods have been coevolving rapidly over the past two hundred years as the world’s population has grown from an estimated one billion people in 1800 to six billion people in 2000. Technological tools, ranging from steam engines to electricity, from automobiles to airplanes, from telephones to computers are all ways of helping people accomplish work. Organizational methods, ranging from factories to assembly lines, from M-organizations to franchises, from call centers to outsourcing are ways of organizing and managing people and other resources to accomplish work. The rapid coevolution of these technological and social innovations creates a number of challenges for businesses and other enterprises.

The world of business today is increasingly competitive and uncertain.  Managers are faced with decisions about outsourcing and cost cutting, business process integration and productivity, partnerships and investments for growth. These are issues at every level from departments to business units, from enterprises to industries, and from regional to global economic planners. 

These issues of complexity, competitiveness, and uncertainty can be elevated to an overarching concern for enterprise sustainability. An enterprise can be any human social system, including business, government, and a whole range of non-profit and NGO institutions. These institutions are what sustain human life, and in turn they depend on the interplay of human intervention in the natural environment for their sustanence.… Read more (in a new tab)

  • RSS qoto.org/@daviding (Mastodon)

    • daviding: Instead of using a t July 4, 2020
      Instead of using a text editor or Notepad on my computer for everyday work, I now use #Zettlr as a persistent scratchpad, a new page each day. The feature of creating #Markdown often helps in copy-and-paste to other applications. I haven't exercised #Zotero citations, yet, but probably will, shortly. > Roam let’s you manage knowledge, […]
    • daviding: The #GlobeAndMail ed June 29, 2020
      The #GlobeAndMail editorial declares that the brain drain of 15,000 Canadians to the United States between years 2000-2010 could be reversed, with corporations near-shoring northwards. > Canada already exerts a powerful pull on people from the rest of the world. A global Gallup survey, conducted from 2015 through 2017, shows Canada is one of the most […]
    • daviding: Consumer grade audio June 20, 2020
      Consumer grade audio and video recording devices are practically near professional broadcast quality. Post-production workflows have adjusted to becoming asynchronous for the daily late night television shows. https://www.theverge.com/21288117/late-night-seth-meyers-tech-gadgets-show-home-ipad-microphone
    • daviding: Authentically apprec June 10, 2020
      Authentically appreciating "causal texture" from the Emery and Trist (1965) article leads us through the meanings of contextualism and contextural, texture, causal, and transactional environment c.f. contextual environment. http://coevolving.com/blogs/index.php/archive/causal-texture-contextural-contextualism/ #systemsthinking
    • daviding: Racial bias in AI mo June 9, 2020
      Racial bias in AI models now sees IBM ethically prioritizing social responsibility ahead of technological capability. We can, but should we? Are responses on Twitter indicative of Silicon Valley morality? https://twitter.com/TechCrunch/status/1270159828980248584
  • RSS on IngBrief

    • Wholism, reductionism (Francois, 2004)
      Proponents of #SystemsThinking often espouse holism to counter over-emphasis on reductionism. Reading some definitions from an encyclopedia positions one in the context of the other (François 2004).
    • It matters (word use)
      Saying “it doesn’t matter” or “it matters” is a common expression in everyday English. For scholarly work, I want to “keep using that word“, while ensuring it means what I want it to mean. The Oxford English Dictionary (third edition, March 2001) has three entries for “matter”. The first two entries for a noun. The […]
    • Systemic Change, Systematic Change, Systems Change (Reynolds, 2011)
      It's been challenging to find sources that specifically define two-word phrases -- i.e. "systemic change", "systematic change", "systems change" -- as opposed to loosely inferring reductively from one-word definitions in recombination. MartinReynolds @OpenUniversity clarifies uses of the phrases, with a critical eye into motives for choosing a specific label, as well as associated risks and […]
    • Environmental c.f. ecological (Francois, 2004; Allen, Giampietro Little 2003)
      The term "environmental" can be mixed up with "ecological", when the meanings are different. We can look at the encyclopedia definitions (François 2004), and then compare the two in terms of applied science (i.e. engineering with (#TimothyFHAllen @MarioGiampietro and #AmandaMLittle, 2003).
    • Christopher Alexander’s A Pattern Language: Analysing, Mapping and Classifying the Critical Response | Dawes and Ostwald | 2017
      While many outside of the field of architecture like the #ChristopherAlexander #PatternLanguage approach, it's not so well accepted by his peers. A summary of criticisms by #MichaelJDawes and #MichaelJOstwald @UNSWBuiltEnv is helpful in appreciating when the use of pattern language might be appropriate or not appropriate.
    • Field (system definitions, 2004, plus social)
      Systems thinking should include not only thinking about the system, but also its environment. Using the term "field" as the system of interest plus its influences leaves a lot of the world uncovered. From the multiple definitions in the International Encyclopedia of Systems and Cybernetics , there is variety of ways of understanding "field".
  • Recent Posts

  • Archives

  • RSS on daviding.com

    • 2020/06 Moments June 2020
      Most of month in Covid-19 shutdown Phase 1, so every photograph is an exterior shot. Bicycling around downtown Toronto, often exercising after sunset.
    • 2020/05 Moments May 2020
      Life at home is much the same with the pandemic sheltering-in-place directives, touring city streets on bicycle, avoiding the parks on weekends.
    • 2020/04 Moments April 2020
      Living in social isolation in our house with 5 family members, finishing off teaching courses and taking courses.
    • 2020/03 Moments March 2020
      The month started with a hectic coincidence of events as both a teacher and student at two universities, abruptly shifting to low gear with government directives for social distancing.
    • 2020/02 Moments February 2020
      Winter has discouraged enjoying the outside, so more occasions for friend and family inside.
    • 2020/01 Moments January 2020
      Back to school, teaching and learning at 2 universities.
  • RSS on Media Queue

  • Meta

  • Creative Commons License
    This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License
    Theme modified from DevDmBootstrap4 by Danny Machal