6 years, 6 months ago

Is a company the sum of its parts ?

It is interesting to hear people sometimes referring to their company as a person; the company did or said this, what my company has (or not) done for me, etc. But a company is not a person, it does not have self-awareness or own will, it is the individuals that make up an organization who are […]

7 years, 1 day ago

Corporate culture, what is it practically ?

We often hear and talk about corporate culture but what is it practically ? What is it made of ? How does it influence the functioning of a company and how can it be changed ? One way to attempt to answer these questions is to look at it from the angle of what is explicit/conscious versus what is […]

7 years, 2 months ago

Top performer or simply engaged ?

I was recently attending a business event and I was conversing with a gentleman who happened to be the head of human resources of his company, he was sharing with me that among his employees 15 percents were top performers.  I happened to have in mind the statistics by Gallup[1] of the level of  employees […]

7 years, 6 months ago

Are your employees taking initiatives ?

Employees may sometimes follow their own ideas or instinct. It is good to have engaged, motivated and creative people to favour innovation and progress in the company but this may also induce a problem of cohesion and coherence by preventing a concerted and guided effort towards a common goal. When a concerted effort is necessary, uncoordinated initiatives is […]

7 years, 8 months ago

The myth of the providential man

Enterprises are sometimes confronted with stagnating situations or projects. These situations may arise because the enterprise might not be able to address them with its own means (organization, infrastructure, methodology, people) and it then requires an external contribution to make things evolve. For example, the enterprise can hire one or more external persons who it hopes will […]

7 years, 10 months ago

Auftragstaktik and fingerspitzengefühl

Two words: auftragstaktik and fingerspitzengefühl. To an English speaker, they might look kinda weird, but they’re key to getting an enterprise to work well… The terms originate from the German military, from around the early-19thC and mid-20thC respectively. They would translate approximately

8 years, 2 months ago

Do you trust your doctor ?

We all unfortunately need to visit a doctor from time to time when we do not feel well. He examines us, he makes a diagnosis and prescribes medications. It rarely comes to our mind to ask him what is the active ingredient of the medication he prescribed to us or if he did well at school […]

8 years, 2 months ago

The (not so obvious) path to a solution

In a business context, a solution[1] is basically a set of products or services designed to meet a particular need. So looking for a solution implies to: Realize that there is something to address, to resolve Understand the nature of this ‘thing’ Clearly articulate the corresponding needs Determine the type of solution that could be […]

8 years, 4 months ago

What are Soft Controls ?

In the world of Audit[1], a Control[2][3] is basically a mechanism allowing to validate that an organization is functioning in an effective[4] and efficient[5] manner. It is also a way to reveal potential risks, areas of improvement and anti-patterns[6]. Controls allow to assess the gap between the reality and the perception we have of it.   […]

8 years, 5 months ago

Employees roles and company culture

Part of the efficiency of a company relies on the efficiency of its processes. Ideally, these processes  are defined by identifying external actors (customers, providers, …) then by analysing the interaction between these actors and the company (business processes) and finally by defining how these interactions are managed and supported internally by the company (internal […]

8 years, 8 months ago

Organisation and enterprise as ‘how’ and ‘why’

What’s the relationship between organisation and enterprise? In particular, how would we work with that relationship in enterprise-architecture? This one’s a follow-on from both ‘Fractals, naming and enterprise-architecture‘ and ‘Organisation and enterprise‘, and, more specifically, is a response to Len