Organizational sensing: why indicators are not enough

The world around us is changing quickly. Organizations need to rapidly respond to a changing world. In a knowledge intensive world, pressured by hypercompetition, new forms of organization are required to keep up. Especially around the topic of enabling value delivery, organisations need to balance the paradox of steering. Either steering via management (coordination) or empower teams to organise themselves. John Child in his book Organizations describes the concepts of integration and coordination, mechanisms to enable delivery of value.

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Sustainable change requires architecture of technology and organization

A desire to improve. Each organization I have met is searching for new ways to do better. A higher quality of their product. Optimize their process to deliver software quicker. A caveat however is that organizations are typically focused on technology. Learning new skills, introducing new tools. Yes, they have their benefits. They can make your product better or improve the process. However, if you are solely focusing on the technology you only reap part of the benefits. In worst case you are even actively harm the organization. 

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