September 11, 2013
Frame of Mind
Value is obtained through actions that make a significant difference. Frameworks prescriptively map the connection between the significance and the actions.
To support assurance of value, actions are guided for effectiveness; literally, they are guided for the ability to cause effect on demand.
Conventionally, guidance has been relying on defining process and procedure, allowing and prescribing a mechanical integration of functions into a logical system manipulating the environment.
Assurance for this mechanical integration has been sophisticated: Process and Procedure optimization have focused on increasing their efficiency and minimizing risks to their consistency, in order to maximize the predictability of programatically causing desired effects relevant to driving targeted value.
The most interesting thing about programming for a reliance on mechanical effects is that it presumes to work on an environment of known states, even if admittedly merely "likely" states instead of "certain" ones. The more uncertain or unknown the environment is, the less assurance can be offered by the program or mechanical design intended to affect the environment for generating value.
Currently, the norm, not the exception, is that there is a powerful environmental combination of information availability and portability, technology innovation and availabilty, and communications diversity.
The ubiquity of that triad combination provokes an unprecedented pace, awareness and potential intercession of alternate or variable modes and conditions confronting any possibilities for generating action-based value.
Accordingly, as a practical tactic, mechanical, systematic integration is being superceded by organic, emergent cooperation.
The ability to assess, leverage, and navigate environments and entities for action has a greater initial reliance on interpretation and correlation than on procedure.
In effect, conventional process management is being superceded by knowledge management.
This reformulates the idea of essential competencies that make up "effective" action.
Organizations are the prime actors; conventional organizations exist to exploit the economies of scope and economies of scale provided by groups of subsidiary actors. Coordination of group activity across division of labor is considered to be essential to producing organizational outcomes. But with the newer heightened level of potential uncertainty or volatility in the operating environment, that coordination now must focus more on group knowledge that reliably facilitates co-operation.
This creates the new strategic stance for operations improvement and evolution in the organization, appropriate to the increasingly dynamic environments inhabited for pursuing value.
The fundamental connective fabric of group knowledge is an ontology, providing a domain and a framework for navigating the domain.
- Communications and content sharing are the key elements of navigation.
- Directed navigation becomes the core of "progressive" efforts.
- Direction relies on distinguishing the value of navigational choices according to the relevance of the choice to the goal.
The most important common knowledge is therefore the shared awareness of those values.
Social development of knowledge, through networks and shared media, now rapidly accelerates the visibility of ideas and of "currents" of ideas. Thereafter, "common interest" dynamically defines and redefines communities around concepts.
As a result:
- Management practice moves in the direction of cultivating and leveraging systemic effects instead of controlling systematic ones. Co-ordinating outcomes produces the eventual target value. In contrast to departmentalization designed for managing the mechanical integration of procedures, communities of interest become the primary actors within an organization. Those communities must be persistent enough to be engaged by other groups in "co-operations", with durations critical to achieving desired outcomes. Naturally, operations themselves must be conceived with a logical probability of sufficient engagement occurring.
- Actors invest in co-operations, relying on an ability to recognize interests, objectives, requirements and outcomes. Recognition is facilitated by content in communications.
- Content guides actors, so actors invest in content. The value of content is therefore context-sensitive; the context begins with self-identification at the community level and is attached to the requested co-operation.
Representing the community ontology, a portfolio of content manages the knowledge of the group through explicit expression and synchronization of context and relevant content.
A content portfolio is a framework of interpretation and correlation for included ideas, which supports the ability to assess, leverage, and navigate environments and entities for action.
Posted by Malcolm Ryder at September 11, 2013 2:37 PM