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Recently in Organizational Development 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..
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In his best seller book Getting Things Done, David Allen identifies six vertically arrayed perspectives from which to define work. Using an aerospace analogy, he recognizes the following "altitudes": 50,000+ feet: Life 40,000 feet: Vision 30,000 feet: Goals 20,000 feet:... Read More..

In my previous post, I expounded upon Hoebeke's (1994) notion that work is vertically organized as recursively interlinked work system domains and postulated a link between these structural domains and the ontological domains of the Cynefin framework (Kurtz and Snowden,... Read More..
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Levels of Governance

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In my previous post, I put forth the general -- and trivial -- idea that the increasing complexity of the strategic context calls for increasingly sophisticated governance models. In the following, I will further develop the notion and outline five... Read More..
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In my previous post, I discussed how a system must undergo a transformation to persist and to develop. As the notion of ecosystem resilience, introduced therein, may have remained somewhat abstract and elusive, I will here attempt to exemplify systemic... Read More..

Sometimes less is too much. Inexorably, at some point, the organization or logic of a system that has worked well in the past turns out inadequate in the face of changing environmental circumstances. The inherent limits of system resilience --... Read More..

I came across and found great resonance with the June 2010 Harvard Business Review article titled "The Decision-Driven Organization", authored by Marcia W. Blenko, Michael C. Mankins and Paul Rogers. Based on a recent Bain & Co. study of reorganizations,... Read More..

Organizational hierarchy is often seen as antithetical to agility. A number of alternative approaches have been put forward in an attempt to outline the form of social organization that would better befit today's requirements for organizational agility: matrix arrangements, team... Read More..

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..
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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..
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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.

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