The Knowledge Economy

”Be curious always! For knowledge will not acquire you: you must acquire it.” Sudie Back (1884 - 1962, French Scientist and Philosopher)

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Models, assumptions, risks and consequences.

Models, assumptions, risks and consequences.

Expressing real life situations as mathematical models drive decisions on how to respond appropriately.

Assumptions are not facts but do have a probability of occurring. Confidence in a model is an important factor of both the likelihood of the assumptions being correct and the quality and quantity of the data used. Data sample sizes that are too small lead to low statistical significance and…

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Models, assumptions and making decisions

Mathematical models provides a description of a system using mathematical concepts and language. Models explain how a system operates and predicts its behaviour with changing parameters and assumptions .

Use mathematical models to answers questions. In particular those relevant to ‘ What if‘ scenarios.

For models can describe:

How a business performs using different operating models.

How…

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It'll be right: The dangers of a laissez-faire attitude to business.

It’ll be right: The dangers of a laissez-faire attitude to business.

A number of years ago I was engaged to undertake a preliminary PCI-DSS compliance assessment for an organisation.  After a short period of time I concluded that digitally there was not a lot that needed to be done to become compliant. 

On strolling around the floor however I was horrified to see, where anyone could access, a lever arch file that contained hundreds of pages documenting the…

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Frameworks: Why have them?

Frameworks: Why have them?

Frameworks have been established that cover many disciplines including architecture, process, governance, change, skills,and maturity.

Having frequently been asked when working , perhaps not overtly,  “why bother using  a framework?”:- the implication being that they only add unnecessary overheads. 

When confronted with this it has been worthwhile discussing the attributes of a framework…

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Ability, Capability, Capacity and Competence (and Reality)

Ability, Capability, Capacity and Competence (and Reality)

Over two years ago I posted a piece describing the characteristics of Ability, Capability, Capacity and Competence. This piece has been read often but was, in hindsight, deficient. Having an understanding of the meaning behind each of the terms is only of use when making an assessment when it is couched in reality.

Organisations often promote themselves by expounding on their capability to…

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The Knowledge Repository

Decisions made within the Enterprise are best made when adequately informed. The ability to access knowledge in a timely manner, to categorise, analyse and prioritise its importance is essential.

Capturing knowledge both explicit and tacit can be an endeavour in its own right but once captured it needs to be recorded in a format that is accessible to all who need access.

It is a common approach…

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Architecture Frameworks and the Enterprise

Architecture Frameworks and the Enterprise

The application of a framework. when constructing an Enterprise Architecture, provides a context within which architectural artifacts can be defined. This assists in the establishment of relationships between components and ensuring some degree of consistency.

Frameworks (plural) have been in existence for many years with there being no ‘one size fits all‘ solution. Frameworks have been designed…

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Architecture of the Enterprise

Architecture of the Enterprise

Much discussion and even controversy exists as to what is in fact the Enterprise.

Those that think that it only encompasses the organisation or business in question are missing key facets that may impact how they perform in an on-going basis.

A role with the designated title Enterprise Architect may exist within some organisations. In many cases the the entire focus of responsibility is…

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Steering towards success

Too often enterprises (businesses, governments, service organisations, …) constrain change to only being responsive to outside influences.

Rather than being proactive and having control over their future they are reactive, consequently abrogating their control and the benefits it brings.

Ideally an enterprise knows where it wants to go and what it needs to achieve. By having a vision with defined…

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Benefits Realisation

Effective change within an organisation is undertaken to realise a defined benefit. It is imperative the benefit, whether positive or negative, be understood before implementing change. The benefit should also progress the organisation’s defined business strategy.

A Benefits Realisation Process involves the full life-cycle of defining, planning , measuring and realising the benefit associated…

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Realising the Idea

The ability to flesh out an idea and its potential efficient realisation is absolutely vital for a vibrant, growing and evolving business.

Ideas rarely spring up fully formed and many may never see the light of day.

The business should have an established and effective reusable process by which ideas can be realistically evaluated.

Conceive: Formulate an idea or plan in the mind.

Explore: Flesh…

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Governance and Self Interest

Governance and Self Interest

I recently read an article in the Australian Financial Review. It suggested that there is a split in one of the Australian political parties. The rationale given was that  a decision made by leadership could jeopardise future elections. This read to me as a party putting their own ongoing employment over the interests of the country. Self interest, to them, is more important that national…

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Abandoning Change for Change's Sake

Abandoning Change for Change’s Sake

Change as previously stated is inevitable. How it manifests itself can bee seen as being either good or bad. Businesses do have a choice which. Any change will impact the business in some degree. Multiple changes will have multiple impacts and like ripples in a pond can and will interact with one another. As all changes have consequences, when managing change, developing an understanding of what…

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Intentions, Actions and Business Outcomes The aphorism “The road to hell is paved with good intentions” is particularly apt when looking at businesses or governments that aren’t doing as well as they should. Intending to do something is not the same as actually doing it. It can be likened to an archer intending to hit a bulls eye. They may string the bow, nock the arrow but unless they aim and…

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Framing Decisions in Business

Framing Decisions in Business

Change is inevitable. Every business enterprise whether private, government or ‘not for profit will be subject to some sort of change. How they respond will influence if the the outcome is positive or negative. Change can be driven by many factors both internal and external. Understanding how they individually and inter-dependently affect the business is essential to optimally responding to them.…

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Where is the vision and the good decisions supporting it?

Where is the vision and the good decisions supporting it?

What has happened to the practice of having a vision, determining goals and objectives, defining a need, establishing benefits then making good decisions. Recently an email sent by the Australian Prime Minister indicated that expenditure on education in Australia would be increased by 75% for the next 10 years. The email  neither indicated how the funds would be spent nor what was expected to be…

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Wishful thinking - the antithesis of good management.

Wishful thinking – the antithesis of good management.

Poor decisions with poor outcomes are common when a business engages in ‘wishful thinking’. Agreeing to pursue a course of action because of what the decision maker wants to occur is not always wise. Ignoring drivers, constraints and capabilities when focused on a specific outcome is easy. Being mindful of all influences should be second nature but is not. A decision maker in an…

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