I am a member of the Campaign for Science and Engineering (CaSE), which is the leading policy advocate for science and engineering in the UK.

In the January (2012) issue of CaSE News, CaSE published a ‘scorecard’ of Departmental CSA (Chief Scientific Advisor) ‘engagement’ in response to the House of Lords Science and Technology Committee inquiry into Chief Scientific Advisors and their roles within UK Government departments. Table 1 is a simplification.

DCMS is currently the only department with a CSA vacancy and most recently Professor John Perkins was appointed CSA at the Department for Transport and Professor Roderick Smith at the Department for Work and Pensions.

Science and engineering impacts the work of all government departments, and I endorse CaSE’s position, that:

independent scientific advice should be at the heart of government and that each department should have a Chief Scientific Advisor to deliver expert advice and oversee policymaking.

Table 1 – List of UK Government Department Chief Scientific Advisors.

Wales’ Chief Scientific Advisor is Professor John Harries and the newly appointed Chief Scientific Advisor for Scotland is Professor Muffy Calder (replacing Professor Anne Glover at the end of 2011).

The Campaign for Science and Engineering (CaSE) works to ensure that science and engineering are high on the political agenda and that through the implementation of appropriate evidence-based policies and adequate funding the UK has world-leading research and education, skilled and responsible scientists and engineers, and successful innovative business.

www.sciencecampaign.org.uk

The Fractal Organization: Creating Sustainable Organizations with the Viable System Model

[source: Amazon]

I was having a very interesting discussion with Nigel Green @taotwit about a week or so back, one topic that came to the fore was the Viable System Model and Patrick Hoverstadt’s book “The Fractal Organisation.”

The viable systems model, or VSM is a model of the organisational structure of any viable or autonomous system. The model was developed by operations research theorist and cybernetician Stafford Beer in his book Brain of the Firm (1972) [Wikipedia]

This dips into a variety of many interesting subjects including management cybernetics.

There is an interesting discussion on the Coherency Management Blog about the “The Fractal Organization from an Enterprise Architecture point of view.” I am also thinking about VSM from an EA perspective, and also its coalescence with the VPEC-T systems thinking method.

Buy, read, ponder, enjoy…

Product Description

[source: Amazon]

The world of management is in crisis – the old remedies no longer work and organizations   are failing at an increasing rate. Although many talk of ‘joined up thinking’, few offer practical guidance on how to achieve this in organizations. The Fractal Organization sets down the practical implications of a well tested systemic approach to building organizations that are capable of surviving and flourishing in these turbulent times.

“We do not believe in Werewolves: The Enterprise Architects’ Manifesto”

As Enterprise Architects we are polymaths, sociologists, change agents, diplomats, influencers, pattern seekers, dreamers, disruptive thinkers and are naturally fearless. An engineer says “I see how it works in principle but how does it work in practice”, we say “if that’s how it works in practice, how does it work in principle?” What is an Enterprise Architect? Someone who knows when they are right and can influence others to implement the necessary change? We are pattern seekers, abstractionists and like all dutiful polyhistors, take inspiration from eclectic sources. Our core characteristics are business acumen, open mindedness, persuasiveness, and the discipline and courage to say “why” before “how”.

[source: Steve Nimmons]

Adaptive Enterprise Architecture

We believe in trust, events, data, people, values, policy and process. We believe in codified wisdom, in Information Systems over IT Systems, in the ‘splendour of patterns’ and the ‘sagacity of anti-patterns’. We crave innovative business models; yet equally appreciate business change, process modelling, and data design. We believe that a panacea is the ultimate anti-pattern. We disavow architectural fundamentalism, are metaphorically ecumenical and believe in hybridisation and controlled heterogeneity. We do not believe in werewolves!

Our lives and work are governed by a simple manifesto:

1 – Solve the right problem

The fusion of Systems Thinking and Enterprise Architecture is an alchemical wedding: We believe in hypothesis led problem solving, in challenging the basic premise of any problem. Solution hypothesis before problem hypothesis is an anathema; one is a cart, the other a horse and the optimal order is governed by the laws of mechanics. Problems are multi-dimensional and must be viewed from sufficiently varied juxtapositions to surface tensions and contradictions. We believe in Hickam’s Dictum over Occam’s Razor, and an Enterprise like any patient can have as many simultaneous ‘diseases’ as it pleases! We believe that problem followed by solution hypothesis must be rigorous and scientific as diagnostic medicine. In homage to Frank Lloyd Wright “the physician can bury his mistakes, but the architect can only advise his client to plant vines.”

2 – EA Begins at the Beginning

We are simultaneously evolutionists and creationists: We believe in evolution, not revolution. After light, came enlightenment: enlightenment thinking creating the operating model, business strategy, and market objectives. The CIO is apostolic, an evangelist preaching the canon of strategic scripture. We are the guardians of the Information System hermeneutic.

3 – Believe in Codification

Codification that is ‘literally’ antediluvian: We are genial totalitarians and value strategic aims over short-term gain. We consider the maxim “a bird in the hand is worth two in the bush” paradoxical. We believe in the codification of Enterprise law. When the law is broken we believe in fines and Enterprise Debt apportioned to project budgets. We believe that principles are piranha not goldfish.

4 – The Freudianism of ‘Big Framework’

We are sufficiently self-assured and sophisticated to avoid Freudian clichés of ‘big framework’: Our aesthetics derive from ancient Greece. Death by TOGAF is the mousetrap of another tribe, the Engineering Architect. Cumbersome, complex collateral and diagrams (often resembling electrical engineering blue prints) make us gasp with exasperation, not captivation. We believe that activity must be carefully refined to ensure its miscibility with success.

5 – Patterns Matter!

From fractals to the double helix, superior patterns formulate superior structures: Lovelace said of Babbage’s mechanical computer “The Analytical Engine weaves algebraic patterns just as the Jacquard loom weaves flowers and leaves.” We are the pattern seekers. There are equally patterns in harmony as melody. We listen for counterpoint, discord, the tension and release of the harmonic structure of the Enterprise Symphony. Ours is a vision of trend.

6 – Oh Wondrous and Sagacious Anti-Patterns

An invaluable contribution to knowledge is defining how it shouldn’t be done: Received wisdom contains anti-patterns and these must be separated, as the chaff from the wheat. The relationship between patterns and corresponding anti-pattern(s) is often subtle. “It’s always been this way” amplifies the noise and makes the anti-pattern harder to discern. An anti-pattern discovered must be made captive and jailed within the rogues’ gallery. Wisdom not captured and codified slips through the hands like water. We believe the ‘new broom sweeps cleanest’ a dangerous thought. We equally believe that ‘patterns go bad’ and we must be courageous to recognise the decay of previously held beliefs. Maturity advances, thinking advances, technology advances, and as a result many patterns have shelf-lives. Anti-patterns are sagacious chameleons, yet often hard to spot amongst the Enterprise Foliage.

7 – Silver Bullets Kill Werewolves!

We admire the cinematic allegory of ‘The Wolf Man”, yet consider it fictitious: We do not believe in werewolves, we do not believe in silver bullets or their application. If the weaponry of Enterprise anti-patterns were ever to be decommissioned, a plentiful supply of such munitions would be unearthed. We do not believe in the portmanteau of Marchitecture.

8 – Everything is hybrid!

Perfection is well-balanced heterogeneity: We do not fear hybrid architectures. Heterogeneity is an evolutionary fact. Architecture should segue gracefully from generation to generation. Historic approaches contain patterns and anti-patterns; we use ‘selection’ to dilute the latter.

9 – Everything is organic!

The mouse’s exercise wheel or the treadmill of constant change: Enterprises are in constant flux as numerous catalysts drive competition and change. Technological advancements parallel the complex business environment constantly pressuring businesses to adopt innovative business models and to seek to exploit new technologies for those aims. The velocity and impact of change must be carefully managed, business cases and costs must be controlled, systems must be governed and correct decisions must be made quickly. We ensue pace of change prevents competitive stagnation.

10 – The Web is Wise

The web works, it is architecturally simple, agile, scalable and intuitive: The web is an exemplar pattern. It works because of its simplicity, extensibility, uniformity and ubiquity. It is a framework on which we have built a bewildering array of application services and business models. ‘Inside is Different’ enterprise thinking should be marched through the anti-pattern ‘security’ scanners. Check its pockets, twice!  

Rules of Life…

As has been eruditely enshrined in our ‘rules of life’, we believe in creativity, pragmatism, innovation, substantiation, strategic thinking and asymmetric communication (how more edifying to listen than speak).

Be open, create trust, avoid spaghetti-wiring diagrams, use Enterprise Architecture as your command and control tool, be the trusted and diplomatic change agent. Challenge the problem before hypothesising the solution, disbelieve everything, and let your words and actions be defined by principles and patterns.

Stimulating Breakfasts and the Alchemy of Innovation

I attended a Shadow Cabinet breakfast this morning with Nick Herbert MP. Suitably inspired and enriched with sausage, fried egg and lapsang souchong I address my ‘electronic abacus’ (aka laptop) to crystallise some thoughts on public sector, enterprise and economic innovation…

The Conservative mantra for the next election (vis-à-vis public sector spending) will be ‘more for less’. Read into this ‘targeted investment’, ‘efficiency savings’, spending reviews and strenuous testing of business cases. Innovation will be greatly aided in this sector by utilisation of domain experts, particularly those with pan-governmental experience.

Deep understanding of legislative (UK and European) constraints as well as legacy public sector IT estates, business imperatives and pressures are (in my view) key prerequisites to driving major savings. Innovation will be required if ‘more for less’ is not to become ‘less for less’ and I think this will reinforce the need for exemplary working partnerships between public sector entities and private sector suppliers. Industry forums will facilitate debate and a ‘new’ receptive dispensation to ‘can I show you my wares’ would help in certain areas. Innovation is cyclical and communication outside of formal ‘buy cycles’ will help all.

Taking a stance within the enterprise, innovation will be driven (partly) by increased process automation and business intelligence. Process improvement, smarter working, smarter sourcing are not mere platitudes. Repurpose, repackage, challenge the business and IT status quo. Innovation has the potential to be disruptive, but this should not be shied away from.

What stifles innovation?

1. Inflexibility – “but we always do it that way”
2. Cynicism – “things will never change”
3. Lack of engagement – “not my responsibility”
4. Lack of empowerment – “I don’t have the ‘clout’ to make an appreciable difference”
5. Lack of incentive – “what’s in it for me”
6. Fiefdoms – “I might lose control”
7. Poor communications – “I didn’t realise that was so complex, expensive, etc.”
8. Poor understanding of existing business model and processes (“innovation from ignorance” is really an exercise in luck)
9. Too much rear view mirror analysis – “always looking back and being reactive”
10. FEAR of change – all of the above! – and lack of BELIEF.

What stimulates innovation?

1. Innovation forums / workshops – ‘the manual of continuous improvement husbandry’ (Nimmons, 2009, Fictional) states such an ‘animal’ requires care and attention from all stakeholders. A BPO position of ‘manage my mess for less’ is a quintessential example of ‘head in the sand behaviour’
2. Improved communications and sharing of issues (across companies and their suppliers)
3. Domain specific knowledge and cross-fertilisation from other vertical industries (acknowledge the commonality in patterns)
4. Banishment of blame culture
5. Empowerment, and incentives – reward innovative thinking (but keep a sensible handle on long term strategy and risk management)
6. Hearty breakfasts – (stage direction: ‘editor coughs’)

Temporarily donning an economist’s hat I think innovation (as much lauded in the media) is really a call for ‘renewed entrepreneurial spirit’. Britain has a long and distinguished history of invention, wealth creation and leadership in many scientific, engineering and technological fields. I think this is part of the very ‘fabric of our being’ and I would like to see an ‘innovation stimulus’ supported not only by private venture capital, but also by central, regional and local government.

In short, innovation is challenge. Innovation blooms under the ‘radiation’ of freedom, sponsorship, openness and experience. The successful entrepreneur brims over with self-belief, motivation and commercial agility. These are some of the ‘base elements’ I feel are central to ‘the alchemy of innovation’.