[authenticity] [business] [consultancy] [due diligence] [empowerment] [enterprise] [interference] [intention] [organization] [people management] [process] [relationship] [responsibility] [strategy] [trust]
The outward-facing aspect is to do with one's integrity in relations with others.
Inward-facing authenticity has to do with being in touch with one's
values, feelings and desires.
|Veryard Project Papers||A systems view of authenticity|
A business is not just a group of connected things. It is not
even just a group of connected people. In business, we are not merely
interested in things and people that happen to have particular behaviours.
We are interested in business processes and relationships.
|Veryard Project Papers||Component-Based Business|
Consultancy can be pictured as an enfolding of external knowledge,
advice, support or work, enclosing it within the client organization.
This is therefore one of the many management terms whose meaning in practice is almost exactly opposite to its literal meaning.
But in the best cases, it is a label for a sense of shared responsibility and authority, a shared confidence that management will back me up and reward my well-meant attempts to please the customer.
The term enterprise model sometimes refers to a model of the
entire enterprise. However, we prefer to use the term to refer to a model
of a system that focuses on particular aspects relevant to the enterprise,
including contractual relationships, roles and responsibilities, and resources.
(In RM-ODP, this is called the enterprise viewpoint or the enterprise
Everyone seems to use the same labels in a different way. For some people, the long-term view of where we are going must be called an objective, and the short-term view of where we hope to reach this year is called a goal. There's another set of people who insist, equally dogmatically, that it is the goal that represents the long-term vision, while objectives merely represent the short-term steps towards these longer-term goals.
Broadly speaking, an intention is something someone wants to do or achieve, or wants someone else to do or achieve.
This includes missions, purposes, goals, objectives, targets, policies, strategies and tactics.
Once: A fixed allocation of power and resources. A management hierarchy of delegation and reporting.
Increasingly: The growth of individuals and groups in capability
Processes are traditionally thought of in sequential terms. The so-called
chain is a sequential process in which each step contributes in an
incremental way to the purpose or outcome of the whole process. (But new
business processes are often too complex to be accounted for in these terms.)
|Veryard Project Papers||Process management: workflow, workload, work control|
Increasingly: Mutual responsiveness and partnership. Shared exploration
of common interest. Win-win negotiation.
|Veryard Project Papers||Business Relationship Management|
|Internet Links||Customer Relationship Management: Mass Customization, Call Centres, et al|
Vendors use the word strategic to describe products and technologies they want you to buy, particularly if they are difficult to cost-justify in the short-term.
Some people equate strategic with vague handwaving, two-by-two
matrixes, lacking detail. Some people equate strategic with
the far-off future. Both are incorrect. True strategy is engaged
with the present, and the concrete detail of the present.
|Veryard Project Papers||A systems view of trust|
Copyright © 1999-2002 Veryard Projects Ltd