management

Rethinking the architecture of management

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Why is management the way that it is? Does it work well that way? And what part does the architecture of management play in determining how well it does or doesn’t work? (This is probably another politically-risky post for me to play with, but never mind… ) In recent weeks I’ve repeatedly come across four […]

We call that government

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I was reading this post about QANTAS having to stop on the way from Dallas to Brisbane to refuel several times since starting the “nonstop” service. The service is “direct” from DFW to Sydney – which in the strained parlance of the travel industry mean…

We call that government

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I was reading this post about QANTAS having to stop on the way from Dallas to Brisbane to refuel several times since starting the “nonstop” service. The service is “direct” from DFW to Sydney – which in the strained parlance of the travel industry mean…

Org Charts and Architecture Management

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Every organization has one. For some, it can lead directly to a path of enlightenment. Others may use its rigid structure to create an impenetrable fortress of strength. For the unfortunate, it becomes an inescapable labyrinth of hopelessness. Yes, it’s the org chart. Okay, let’s be fair, it’s actually not the chart that’s the real […]

Principles and Implications

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I’ve been doing some work recently on architecture principles and their associated implications. According to TOGAF 9′s documentation on architecture principles, implications “should highlight the requirements, both for the business and IT, for carrying out the principle – in terms of resources, costs, and activities/tasks. … The impact to the business and consequences of adopting […]

Fight inertia and resurrect entrepreneurs

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All organizations at some time in their history have experimented, gained knowledge, and operationalized it – experimentation is synonymous with entrepreneurialism. Entrepreneurs test many theories as they launch an idea. They are not afraid of making errors and learning from their mistakes. As they refine ideas and gain more knowledge through experimentation, they eventually reach […]

IT Made Simple

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What would it take for your business to view IT as a valuable, essential partner instead of an annoying cost-center that they’re forced to deal with? Wouldn’t that be better for you and better for them?

Context breaks Taylor’s hold on strategy

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Last week’s post “Replacing Taylorism as our Management Doctrine” called for the end of Taylorism. Thankfully, I am not the first to call for the end of Taylorism or to write about human characteristics which businesses frequently ignore. There are many before me who have added significant insights into this debilitating management doctrine and all […]

Replacing Taylorism as our Management Doctrine

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Over the last 239 years, organizations have been applying hierarchy, and top-down command-oriented management. This mindset erupted with the dawn of the steam engine in 1771, and in the late 1800s it was honed to razor sharpness by Frederick Winslow Taylor – the father of efficiency thinking and the science of productivity. Taylor’s work is […]