What’s the trend? What’s going to be the New Normal, in business and elsewhere? Perhaps it’s just that time of year when people indulge in pointless ‘predictions’, but I’ve been seeing lots of articles recently that something-or-other either is or …
How do we make sense of story – the stories and narratives and anecdotes that people tell each other and themselves about their world? How can we link between the layers of story to help us make sense of some …
Okay, I’ve moved on to a different garden: what next? What’s the plan? Uh… probably that ‘The Plan’ is that there isn’t one? In fact that’s the whole point? (Or, if you simply must have a plan, I could paraphrase a …
When I said I was moving on, in the previous post ‘Time for this on toad to move on‘, yes, I was serious: I’m moving out of mainstream ‘enterprise’-architecture. Am I giving up? No, not at all. Am I actually …
Strange things, metaphors: they kind of have a life of their own sometimes… My mother tells the story of the first house she and my father lived in, some small place way up in the north of England somewhere, back …
Oh well. The past couple of posts on a ‘thought-experiment‘ in using enterprise-architecture methods to guide a fundamental rethink of economics both seem to have gone down like the proverbial lead-balloon. Fair enough. But I guess I’ll do one more try before …
The previous post ‘Governance in a responsibility-based enterprise-architecture‘ was a bit long… as usual… So here’s a (somewhat) shorter-form version of the same ‘thought-experiment’ about an EA-based approach to governance and law, laid out in step-by-step format, and without the …
A simpler version of the ‘EA-governance thought-experiment’ Read more »
I’ve deliberately chosen a rather bland title here for what may turn out to be, for many people, a seriously scary post… because what this is actually about is rethinking, from scratch, the entire basis of property-law and quite a few …
Governance in a responsibility-based enterprise-architecture Read more »
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 …
What do I do, and how do I do it? What’s the nature of my work, and the methods that I use? And for that matter, why? That’s perhaps the shortest summary to a request by Anthony Draffin, in a comment …