The periodic round up: The Composable Enterprise – Jonathon Murray seems to come to this point from a technology view (I'm happy to be corrected), but sensibly so as he describes what has always seemed to me to be the natural extension of service ...


Interesting stuff from September 16th through January 16th and more...

Interesting stuff from September 16th through January 16th

The periodic round up:

  • The Composable Enterprise – Jonathon Murray seems to come to this point from a technology view (I’m happy to be corrected), but sensibly so as he describes what has always seemed to me to be the natural extension of service design AND service-oriented architecture – a business organisation that is composed and structured based on the services it provides to itself and others; and made, unmade and remade as they change … in hardware we called it plug-and-play; in wetware we call it a service-based business. There’s not a lot of examples in the wild (Amazon being the current poster child, and is working towards it) but we are starting to hear aspirations from some of our clients to head in this direction. I suspect that most don’t yet understand the extent of the change they want to make, but this is another opportunity for business architecture to provide the required scope and thinking to make it happen.
  • The Elusive High Performance Organization – “When we think about personal or organizational performance, we tend to see it as a linear scale – bad, good, better, best – or something similar. This is an appropriate way to look at productivity, which is the primary way we measure both organizations and people, but high performance organizations do not just produce more, they produce “different”.” Jeff Scott works the theme of efficiency vs. effectiveness in a series of posts that try to define what a “high performance” organisation might look like (and suggests they might even be inefficient). This is an area where business architecture can help you figure out which organisational capabilities should be efficient/boring/in-market, and those where effectiveness (even to the point of inefficiency) is more important to pursue.
  • On marketing’s terminal addiction to personal data fracking and bad guesswork – As a follow up to the Cluetrain Manifesto’s authors’ New Clues (see below), Doc Searls has found an apt example of how marketers still kid themselves that we are no more than an aggregation of data points, and that the digital breadcrumbs we scatter as we trawl the Web somehow add up to a realistic picture of who we are, what we want and when we want it. At their best, they only get close enough to be creepy. At their worst they are almost comical in their attempts to reduce us to sausages in the consumption factory.
  • On the Merits of Darwin Not Being Copenhagen – This is a little more parochial than usual … “One of the worst things Australian cities do today is look at successful cities elsewhere and try to mimic what they’ve done. We see this a lot with Jan Gehl’s work. He does some great things, but no matter how much places like Wollongong or Adelaide alter their public domain, they’ll never be a European city with almost a thousand years of history, a high population density and 45 minute flight to the world’s largest economic centres.” While Ianto’s post is about Darwin, much of what he writes suits Adelaide as well. I’ve often said that Adelaide shouldn’t try to be Portland, or Edinburgh or any other (usually great) place, but should be a better Adelaide … different to, not the same as, any other city. Ianto goes way back into history to suggest the most likely resource to provide that differentiation: the citizenry.
  • Evernote’s CEO: Siri and wearables are doing it wrong – We’ve had artificial intelligence, search algorithms, wearables … watch out now for anticipatory computing and augmented intelligence. Phil Libin, not surprisingly, has a product that is moving in this direction so has an interest in our being interested – but cynicism aside, the idea of being (or at least appearing to be) a smarter YOU has an appeal, and seems to be a less condescending or intrusive way to provide us with the information that we’re about to want. As Libin describes it, you should “feel like you’re Superman. You’re doing everything yourself and you’re just really good at it …”
  • New Clues – For those that might have missed it, two of the Cluetrain Manifesto authors have, fifteen years later, released a new manifesto that serves to remind us that we have wasted much of the web’s promise in that time. Hopefully we’re learning …
  • What Have They Done to My Song, Ma – Sonnez en cas d’absence – “We are still playing the same old song with new lyrics and new instruments, while the need to change the melody becomes more and more obvious. We don’t need new performers anymore. To thrive in today’s world, we need new composers.” Another voice pointing out that, among other things, we continue to measure individual performance when network performance is what is needed; that the thinking that got us into this mess isn’t sufficient to the task of extracting us.

Interesting stuff from May 26th through August 22nd

The periodic round up:

Network vs. node …

  • America’s Economy Is Officially Inside-Out – “But when growth rises and living standards fall? That begins to hint that there is something wrong—very wrong, perhaps terribly wrong—with the way things are.  It suggest that what is happening to this society is not merely a simple, passing, self-healing ailment; but a chronic, possibly permanent, definitely debilitating condition. Not a flu—but a cancer.” As always, Haque’s language is quite forceful, but it doesn’t invalidate the points he makes … that this may not be part of a familiar economic cycle that will ultimately right itself, but be a permanent change to our economy.
  • Hierarchies were a solution to a communications problem – “The high-value work today is in facing complexity, not in addressing problems that have already been solved and for which a formulaic or standardized response has been developed. One challenge for organizations is getting people to realize that what they already know has increasingly diminishing value.” … the ability to learn new things (where networks are very useful) is, for a lot of work, of much greater value than existing knowledge. Knowledge is power no more.
  • Entrepreneurs or the state: Innovation comes from public investment. – This is one reason that disinvestment in research & development by the Australian government is a bad thing. Contrary to popular belief, most innovation comes off the public dollar rather than the widely-lauded tech entrepreneurs we hear so much about. Now, commercialising innovation is an extremely useful and necessary step … but we should recognise where the ideas come from, so we don’t kill the golden goose by mistake.
  • How politics makes us stupid – This is why more facts and better logic aren’t as persuasive as they should be; our ideology actually prevents our brain from working properly … “As a way of avoiding dissonance and estrangement from valued groups, individuals subconsciously resist factual information that threatens their defining values”. Doesn’t augur well for a world that needs to come to its senses.



Interesting stuff from August 8 to May 13

After too long a break, we return with the periodic roundup:

  • Bringing order to complexity – Paradoxically, “simple” is hard, and “complicated” is easy. We often end up with complicated business processes not because they are dealing with a complex problem, but because we haven’t taken enough time to design them properly. Design thinking, particularly human-centred design, is offered as an approach that applies multiple perspectives to the problem to understand the implications (upstream and down) of any changes made. One key suggestion: separation of process steps from the business rules being applied, which increases the re-useability of both. This is the stuff of business architecture …
  • Why Meetings Are Often Ineffective – Meetings have (quite rightly) garnered a bad reputation over time, mainly because they are used for the wrong reasons most of the time. Have you ever wondered why we often only schedule interruptions to our work, not the work itself? In this post, Johnnie Moore describes meetings as “action theatre” and “commitment ceremonies” where “we sit for too long, arguing with what we think is great cleverness when in fact our rational brain is already worn out and running on empty”. Fortunately he also has a couple of ideas about how we can make them better and more effective.
  • Business Models in Business Architecture – A very useful attempt from Nick Malik to describe the distinctions between business DNA (values, mission, etc.), business strategy, business models and business capabilities … as well as the relationships between them. Of particular value is the recognition that enterprises that are non-trivial in scale will often have multiple business models, each with its own strategy; and that these strategies may not co-exist happily. This is a problem when senior people don’t understand the interactions between business models and their related strategies, because it leads to turf wars, confused prioritisation and no idea what capabilities could be shared. This also is the stuff of business architecture …
  • Party politics is slowly dying. So what will take its place? – While the locale for this piece is the UK, Australia’s major political parties should take note, as the symptoms are similar here. We can recognise thoughts like “ … describes a draining away of authority from the main western parties, which, since the end of the cold war, have become increasingly bland: dangerously similar when it comes to ideology, and incorrigibly controlling” and “The mainstream politicians have forgotten that they are here to represent, not govern … We’re sick of being lied to”. The article describes the rise of single-issue movements, something increasingly echoed here in Australia. If the major parties seek a return to relevance, perhaps they should pay more attention to what issues people engage with, and “represent” rather than “govern”.
  • A Corporate Coup in Disguise | Alternet – Despite some raucous objections in the small, the TPP hasn’t hit the public’s consciousness to any great extent. This is partly due the excessive secrecy that cloaks its discussions, but also to the seeming lack of interest from the general public. This article, although slanted to the US, suggests there’s a number of reasons we should be paying attention, and why we shouldn’t let it happen …



Interesting stuff from July 12 to August 7

The periodic roundup:

  • Do Things that Don’t Scale – Technologist and venture capitalist Paul Graham with advice for start-ups (it IS his game, after all) … it’s the stuff that can’t be automated that makes a difference, so do that.
  • How Drucker Thought About Complexity – You could be forgiven for thinking that since Peter Drucker worked in a simpler time, his thinking might not apply in our more complex environments these days. You’d be wrong … check out what John Hagel III has to say (read it quickly – it’s a limited access HBR article)
  • Overcoming the Barriers to Enterprise Collaboration – All the time I’ve been involved with technology, people and organisations have been pre-occupied with technology as a “silver bullet”, the magical answer to their problem(s) – enterprise social/social business has been no different. This is a reasonably balanced view of enterprise social media, and where/how it might help with your collaboration efforts
  • Robert McNamara and the Dangers of Big Data at Ford and in the Vietnam War – “McNamara felt he could comprehend what was happening on the ground only by staring at a spreadsheet—at all those orderly rows and columns, calculations and charts, whose mastery seemed to bring him one standard deviation closer to God.” Big data can be a powerful tool, but sometimes what you really need is eyeballs on the ground, where people do real things … either that, or we all just become part of the body count



Interesting stuff from April 3rd through July 11

The periodic round up:

  • Henry Farrell – On post-democracy – “Post-democracy is strangling the old parties of the left. They have run out of options. Perhaps all that traditional social democracy can do, to adapt a grim joke made by Crouch in a different context, is to serve as a pall-bearer at its own funeral.” The dilemma facing centre-left parties the world over is one of irrelevance. This poses a problem for democracy in general, as meaningful social democracy withers. While the Australian Labor Party is not mentioned here, it is recognisable in the description …
  • The Calm Before the Solar Storm – For some time we have been given the impression that domestic solar power generation has been A Good Thing. But in a system designed for power flowing in only one direction, in an industry populated by business models that don’t fit with widespread independent power generation, there is a collision pending.
  • The Great Disconnect – As Warren Buffet commented: “there IS a class war going on, and the rich are winning”. Buoyancy in financial markets is increasingly disconnected with real well-being, a situation that is politically unsustainable. The widening gap between the very rich and everyone else is the stuff of revolution …
  • Steve Mann: My “Augmediated” Life – “Until recently, most people tended to regard me and my work with mild curiosity and bemusement.” Steve Mann’s wearable computing gear has come a long way in 20 years. Google Glass now has people taking his work a lot more seriously (although Google hasn’t caught up to him yet). Life, augmented and mediated …
  • What the NSA Sees in Our Gmail – MIT runs a little exercise in metadata gathering from your GMail traffic … a sobering reflection on our loss of privacy which by now should even be worrying those of us with “nothing to hide” from the NSA