The architecture of enterprise strategy.
Architecture creates spaces for functions; Strategy creates functions for spaces. On with the show. Featuring ...frameworks, models, riffs and reminders. Find or predict particular issues via the text-search tool, the archive categories, or (in the archives) the Topical Framework. To comment on any articles, click here to contact me via email.
January 31, 2015
Archestra Innovation Framework
Based on a comparative analysis of several publications and conferences, the following framework will go online to coordinate the ongoing content collection and navigation of innovation issues.The curating of online content will include prominent public or subscribed materials from resources upcoming from any number of publishers.
Framework users will appreciate the coherence of subject coverage seen within any column or row of the framework, as well as the overall breadth of coverage targeting both special and general contexts.
Copyright 2015 malcolm ryder / archestra
Posted by Malcolm Ryder at 7:46 PM
December 12, 2014
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.
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.
Posted by Malcolm Ryder at 3:11 PM
December 4, 2014
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.
The background notes for this framework are here on Slideshare.
(c) 20104 Malcolm Ryder
Posted by Malcolm Ryder at 4:09 PM
December 3, 2014
Recognizing Governance
Doing things the right way is most often looked at in terms of whether a desired result predictably arrives. Those results make sense for "share" holders as performance, but "stake" holders are different.Stakeholders want things done a certain way, and they base their support of the organization on that. To retain that support, assurance must be developed for stakeholders. It means discovering and aligning governance opportunities as an intrinsic influence throughout the organization's behaviors.
Get the notebook behind this overview diagram on Slideshare at this link.
(c) 2014 Malcolm Ryder
Posted by Malcolm Ryder at 8:44 PM
