We use cookies and other similar technologies (Cookies) to enhance your experience and to provide you with relevant content and ads. By using our website, you are agreeing to the use of Cookies. You can change your settings at any time. Cookie Policy.

Recently in Leadership Category

"The first matrix I designed was quite naturally perfect, it was a work of art, flawless, sublime..." -- The Architect, The Matrix Reloaded... Read More..
Categories: , , , ,

Work is Organized as a Holarchy of Viable Systems In his excellent book "Making Work Systems Better", Luc Hoebeke (1994) develops a work systems framework that provides an alternative to monolithic, hierarchic models of organizations. Arguing that the 'span of... Read More..
Categories: ,

This blog post discusses the seventh and final component of the 7 S Framework: Style. Herein, style refers to the way in which something is said, done, expressed, or performed that is valued at a given stratum.... Read More..
Categories: ,

In the last two blog posts, I have discussed how optimal manager-subordinate relationships would observe the 'strata' of Requisite Organization as well as suggested what the capability requirements would be at each requisite stratum. In what follows, I will put... Read More..
Categories: ,

Here, I am taking the liberty of conceiving "skills" differently from how they were conceptualized in the original formulation of the 7 S Framework. By skills, Waterman et al. (1980) refer to dominating attributes that characterize companies, but I will... Read More..
Categories: ,

Last time, I suggested that the organic view of organizations is better suited at capturing the multi-agent nature of human systems than the "egoistic" mechanistic view. Before returning to more technical topics, closer to the core of this site, I... Read More..

In my last blog post, I maintained that the deeply ingrained mechanistic view of organizations, stemming from utilitarian economics, causes an over-emphasis on operational efficiency in the application of IT. Likewise, employees, in this mechanistic view, have value only to... Read More..

The increasingly interlinked and coevolutionary nature of extended enterprise entails a number of challenges. In this series of blog posts, I am addressing some of these challenges in terms of strategy, governance, leadership and enterprise architecture, and outlining rules for... Read More..
Categories: ,

Janne J. Korhonen provides insights into how information technology can be applied strategically to catalyze organizational change and responsiveness. Drawing from both theory and practice, he discusses agile enterprise and its governance.

Janne J. Korhonen

Janne J. Korhonen is an independent business and IT consultant,specializing in enterprise architecture, business process management,service-oriented architecture and pertinent governance models. He has over ten years of experience as an architect and consultant in a variety of extensive and mission-critical IT projects. With strong theoretical underpinnings, his consulting encompasses systemic co-development of business, organization and information technology.

Recently Commented On

Recent Webinars

    Monthly Archives