This new book, written by my friend Joe Raynus, blends concepts and their application in a comprehensive and clear presentation of how mastering of visionary leadership, strategic innovation, managed resilience, and organizational agility improve solution delivery and sustain enterprise performance.
I am very much honored by the way Joe has written about our many conversations in the last years on Enterprise Design and Normalized Systems Theory, in chapters 9: Searching for Innovation and 10 Moving to the Age of Agility.
In chapters 9 and 10 Joe and his student Bill visit the Low Countries to have a conversation on Enterprise Design and Normalized Systems Theory:
"It took my former student and I nearly 40 minutes to reach our destination from the airport in Amsterdam, but time flew by so quickly that neither of us noticed. As soon as we got off Delft Central Station, we were welcomed by my friend, Hans. Since I had already told Hans that my former student had never been to Europe before, he, too, decided to give Bill a proper cultural tour of his city before he actually started talking about what we had traveled all the way to Europe for. Hans decided that it would be best for him to take me and my former student to the marketplace of the old city of Delft before anything else and give us a brief introduction to the city keeping the historical and cultural aspect in mind. As our tour guide, Hans also took it upon himself to explain to us the importance of the city of Delft in the Golden Age of the Low Countries which are present day Netherlands and Belgium."
“I think what’s important for you to know at this point is that I studied at the Delft University of Technology and received my PhD on my research regarding Enterprise Design.” “So,” my former student finally said to break the ice with Hans,” why did you decide to do research regarding enterprise design at the university as an entrepreneur? “Well,” Hans replied with his characteristic warm smile, “in my view the traditional knowledge regarding enterprises which originates from areas and fields like business administration, management science and logistics fails to provide the right understanding for the purpose of redesigning them.” “He’s been thinking about innovation since the 90s,” I added. “That’s correct,” Hans agreed. “In the 1990s, I saw a promising new kind of understanding brought forward by modeling approaches in the so-called language/action perspective started by American researchers such as Austin, Searle and Flores. In fact, one of these approaches has been in practice for quite a number of years too. It is widely known by the name of DEMO.”
“But there’s something else that I’d like you to know as well, Bill. Next to enterprise design, there is a need for enterprise engineering which is basically all about how you’re supposed to realize the design continuously. I’d like to invite you both to come along with me to Antwerp tomorrow. I want to show you how to realize evolvable software with Normalized Systems Theory. The Normalized Systems Theory promotes the design to not only accommodate change, but also to promote change by eliminating technical debt. This includes continuous change and decreasing complexity.”
In his new book Joseph Raynus widens the perspective on enterprise agility and outlines an actionable strategy to assure solution alignment in support of corporate goals. The four parts of the book describe the “Enterprise Performance Enablers” that make enterprise agility possible. They are designed to maximize organizational effectiveness and efficiency, as well as the processes that make them happen.
Agilizing the Enterprise 1st Edition by Joseph Raynus is available at Amazon.com: http://a.co/g6xZZg4
Venture Informatisering Adviesgroep NV, kortweg VIAgroep is gevestigd in Den Haag en ingeschreven in het handelsregister Haaglanden onder nummer 164.764.
Een mooie stap naar overzicht, inzicht en eenvoud in het begrijpen van organisaties en een mooie stap naar het verbeteren van aansturing. Met vriendelijke groet, Ferdinand Griesdoorn
Interessant en tegen reductie van complexiteit zal niemand bezwaar hebben. Maar het is wel de vraag hoe complexiteit hier wordt gemeten. Ik krijg de indruk dat het hier gaat om het op abstract niveau modelleren van interacties, gegeven een bestaande taakverdeling om een simpeler model te krijgen. Maar, zou het niet veel zinvoller zijn complexiteit te meten in het aantal relaties per knooppunt (desgewenst individuele medewerker of afdelingen)? Dan is de complexiteit alleen te reduceren door het werk zo te (her)verdelen dat er minder relaties (of afhankelijkheden, zie Thompson 'interdependencies') noodzakelijk zijn om het primaire proces van klantenorders vervullen plaats te laten vinden. Zowel Lean als de moderne sociotechniek doen dat door het maken van onafhankelijke stromen (met veelal een functionele, activiteit gebaseerde structuur. Pas als je op die manier complexiteit hebt gereduceerd lijkt mij dat het zinnig wordt om de overblijvende relaties 'DEMO-grafisch' in kaart te brengen.
Interessante interviews van Pascal Ravesteijn en Anita Bosman over eCF
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