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[authenticity] [business] [consultancy] [due diligence] [empowerment] [enterprise] [interference] [intention] [organization] [people management] [process] [relationship] [responsibility] [strategy] [trust]



see also Trust

Authenticity has an outward-facing aspect and an inward-facing aspect.

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


One of the phrases used in English for a business is a "going concern".  This phrase focuses our attention on two aspects of business: activity and intentionality.

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


An engagement between a person or team (the Consultant) and a person within an organization (the Client).

Consultancy can be pictured as an enfolding of external knowledge, advice, support or work, enclosing it within the client organization.

Veryard Project Papers Balancing the Elements of Consultancy

Three Levels of Analysis

Due Diligence

Usually refers to an inauthentic procedural form of responsibility, in which managers mime attention to something important, going through the motions with just enough energy and attention to evade liability.

This is therefore one of the many management terms whose meaning in practice is almost exactly opposite to its literal meaning.


The word empowerment is much abused. Many organizations preach it insincerely. In the worst cases, it is used as a label for its opposite: coercing staff to work harder (or to do unpaid overtime) to please customers, without giving them the resources or support that they need to do it properly. "You are empowered, so how dare you leave the office at 5pm?"

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.


An enterprise is a way of being enterprising. The term is commonly used for a fixed body of enterprise, with definite legal
status, several bank accounts and a stock exchange listing. However, a transient collaboration without any of these
attributes can also be regarded as an enterprise.

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 projection.)

Veryard Project Papers Enterprise Modelling

ODP notions


A complex phenomenon that occurs when you try to put two or more acts of management or regulation together. This is one of the reasons why management doesn't obey simple arithmetic. 
Veryard Project Papers Interference (Management and Information)
Regulation Interference


I've been at countless meetings where an important discussion has been diverted into a debate about terminology. Everyone around the table agrees that something is important, but it seems necessary to decide how it should be correctly classified: as a goal or objective, as a strategy or critical success factor.

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.


Literally: The process of organizing people to support the business mission.

Once: A fixed allocation of power and resources. A management hierarchy of delegation and reporting.

Increasingly: The growth of individuals and groups in capability and maturity.

Internet Links International Society for the Psychoanalytic Study of Organizations

People Management

A style of management that aims to satisfy the aspirations and development needs of the people working in the organization. A style of management that seeks conguence between the demands placed on people, and the capabilities and resources available to them. (Seems obvious, doesn't it? But many managers, particularly in the software industry, need help with the details.)


A process is a connected set of activities with a coherent purpose.

Processes are traditionally thought of in sequential terms. The so-called value 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

Software process improvement: process-in-use versus process-on-file

Internet Links


Once: A fixed contract between supplier and customer. Zero-sum negotiation.

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


Responsibility is an answerability (of an agent to another agent) for a given state of affairs.


The word strategic is often used merely to inflate egos. A strategic plan is grander and more important than a mere plan.

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 Enterprise Modelling
Internet Links Boxer Research Limited


Trust is commonly regarded as a positive good - the lubricant of business relationships. Like oil, it is slippery and difficult to grasp. Depends on knowledge and commitment. Not the same as the absence of mistrust.
Veryard Project Papers A systems view of trust


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