Still going round my all-too-usual loop: what the heck am I doing here?
(In a business sense, of course… )
This is a follow-on to my previous post ‘Don’t start with How‘ – about how I’ve been needing an urgent rethink of all my websites and other stuff, and how I ended up going round and round in circles in that rethink by starting from the How. What I need to do instead is follow Simon Sinek’s advice – and my own advice too – and start with Why.
So okay, let’s start this dance again. From the top, please, folks?
So what is that ‘Why’? What the heck am I on about? Nearest I can find is a summary I’ve used often for enterprise-architecture, and which fits well with everything else too: that things work better when they work together, efficiently, reliably, with elegance, on purpose.
That tag-line is actually about the four-and-a-bit dimensions of effectiveness, hence I could rework it into something quite a bit shorter, and closer to a proper enterprise-vision:
- making things more effective, for everyone
Okay, so I don’t make many things as such – more I mostly think things… (Well, someone has to do that, I guess?) And phrasing needs to be much better, tighter, too. But it’s adequate as a start for now.
So how well does that tie in with my existing business-tag-line, “the futures of business“? The short-answer is ‘sort-of’ (if only somewhat ‘sort-of’…). For example, it gets to be a problem if I have to explain what ‘futures’ is, before I can even start…
(But it’s not as hard as the endless struggle with trying to explain what ‘enterprise-architecture’ is and does… )
The business-focus of what I do is business-transformation.
(Which is about futures, and change – yet also conveniently avoids the no-no word ‘change’ itself… )
This focus on transformation can go all the way from very-big-picture to fine-detail.
…and all the processes of doing / thinking / relations / purpose that guide that business-transformation.
…to bridge between strategy and execution.
…it’s about how it works as a whole, for everyone.
…a focus on responsibility and ‘response-ability’.
…and, in parallel with that, an emphasis on the human side of systems.
…which links to the role of story in business-transformation and the various architectures of the enterprise.
… there’s the notion of service, and the architecture of the ‘service-oriented enterprise’.
…about different players’ roles within the enterprise, and responsibilities to the enterprise that go with that role
…about what’s needed to keep on-track to purpose.
…the need for tools, toolsets and methods that can support the whole of this scope.
…and a focus on value and values as core to the whole enterprise.
All of which is, yes, a lot. Yet all of it does come back to effectiveness – and effectiveness for everyone, rather than solely for a self-chosen few.
So that’s it: start from the top, working downward each step of the way towards something practical, something we can use.
And that’s me, I guess; that’s ‘my’ enterprise, the enterprise to which I seem to belong. The enterprise I need to express in everything that I do.
Comments, anyone? Anything that I’ve missed?
Over to you, anyway.
(And thanks also for being here with me on this often-strange journey of mine… )