Tuesday, October 11, 2011
Post Classification ---------------------------------------
Section CORPORATE / Category WHAT TO AVOID
Section GOVERNANCE / Category WHAT TO DO
Section TECHNOLOGY / Category WHAT TO KNOW
With the 'Floating-Enterprise' paradigm, we have - at the corporate (strategic) level - a novel, extremely powerful framework for Business Development, whose validity will remain intact permanently, due to its deep-rooted foundation.
To render this paradigm operational at the governance (organizational) level, we can rely on the 'Corporate-Collaboration-Market' paradigm, as an equally powerful framework for Organizational Development, in particular improvement of collaboration management.
Finally, to render the 'Corporate-Collaboration-Market' paradigm operational at the technological (systems) level, we can build on a third exceptionally robust framework for System Development, particularly for conceptual improvement of IT, to settle the persistent problem of Business-IT mis-alignment, at long last.
You may want to get the definitions of the Floating-Enterprise Paradigm and the Corporate-Collaboration-Market Paradigm from the related Posts in my Corporate and Governance Blog, respectively.
1. Business-IT Relationship - A Technology-Transfer Problem
IT is not properly aligned to the Business, since directed to a wrong target, which, in fact, does not exist at all, but – according to strategy propagated by IT – must be created, by a major organizational change in collaboration management, in order for computing technology to be applicable.
The target, IT-people recommend to address, is what they call 'Business Processes'. The organizational change, claimed to be conditional for computing-technology transfer, is transformation of (current kinds of) Collaboration Management into what IT-technologists call 'Business Process Management'.
The truth is: IT did not manage, to understand the pre-requisite for computing-technology application, nor to find out, where this pre-requisite is found in Collaboration management.
2. Proper Computing-Technology Transfer to Collaboration
The pre-requisite for any computing-technology application is that there is already some automatism. Since computing technology can only be used to automate the handling of automata by individuals. The target for computing-technology application can only be the human interface of some automatism.
The big problem is to identify such an interface in Collaboration Management. Only after it is found, computing-technology can be applied to Collaboration Management. This problem is solved with the Corporate-Collaboration-Market Paradigm:
- The automatism we are searching for is the primordial
Collaboration Market, in its two appearances: public and
corporate. The primordial Market is nothing but automated mutuality.
(The core problem with IT is that the 'Business Processes',
IT intents to automate, by means of computing technology,
are not automats, thus don't provide the control interface,
needed for the application of computing technology.)
- The interface for computing-technology application, in turn, is the
point, where individuals access this market; (a) as Market Makers,
and (b) as Market Participants. Again, there are two kinds of
Market-Makers and corresponding Market-Participants: public and
3. Identifying the Transfer Interface
Thus, for transferring computing-technology porperly to the enterprise, it's necessary to go back to the Market in its primordial meaning, as automatism, in fact, as automated mutuality or sociality.
In so doing, we realize that Market Making by individual humans and Market Participation of individual humans indicate the two-fold interface, through which we are accessing the Market automatism (which, itself is not human made).
Handling this two-fold interface is what can be (partially) automated by computing technology, in the domain of Collaboration Management. The result of this tranfer of computing-technology to Collaboration Management is computer-aided Market Making and Market-Participation.
4. Understanding the Public Web
Surprisingly, we find, that in the public domain computing-technology has long been properly applied to Collaboration Management:
The public appearance of computer-aided Market Making and Market-Participation is the Public Web, where it is used for Googling: Google is the Market Maker of a global collaboration market, through which everyone can freely offer and request information.
Thus, in the public domain we have a very successful implementation of a computer-aided mutuality-automatism. Googling is the respective paradigm. In the corporate domain, a corresponding implementation is still missing – due to the failure of IT.
5. Conceiving the Corporate Subweb
The COROPORATE SUBWEB PARADIGM is providing guidelines, how to achieve a computer-aided mutuality-automatism, i.e., a computer-aided Corporate Collaboration Market for the enterprise.
The idea of this paradigm is simple: Just take the Public Web, with its request-response philosophy (REST- architecture), and account for corporate governance by imposing additional restrictive rules, to govern details of access and request-response behaviour in the Corporate Subweb .
What you get, is a Corporate Subweb, freely floating in the Public Web, as a stronger regulated computer-aided island in the weaker regulated strongly global Collaboration Market.
All three paradigms refer to the primordial Market:
FLOATING ENTERPRISE PARADIGM
referring to the enterprise, as corporate (more strongly regulated) subdivision of the global (more weakly regulated) Market, in its primordial meaning as a Collaboration Market
CORPORATE COLLABORATION MARKET
referring to HR-Management (Organization), as corporate subdivision of the non-institutionalized public collaboration, in its primordial meaning as concrete implementation of the primordial (Collaboration) Market
referring to IT, as corporate subdivision of the public, global Web, in its primordial meaning as computer-assistance for the implementation of the primordial (Collaboration) Market
Therefore, if all three kinds of officers involved,
- Enterprise Developer
CEO as Maker of corporate division of Collaboration Market,
- Organization Developer
COO as Operator of corporate division of Collaboration Market,
- System Developer
CIO as Operations Supporter of corporate Collaboration Market
adhere to their respective paradigm, corporate coherence, including Business/'IT' alignment, will emerge, definitely.
Turn to the special-interest group 'Art-Invest-Open / Corporate Subweb' at LinkedIn, to follow or enter discussion.
Go to Art-Invest Website