In a recent issue of the PWC Technology Forecast, Tom Degarmo identifies the huge opportunity for organisations of all sizes to bring together the yin of variable versatile human processes with the yang of structured repeatable work processes (http://www.pwc.com/us/en/technology-forecast/2010/issue2/editors-message.jhtml).
The research that PWC conducted for this showed that managing the yin doesn’t necessarily mean compromising on the human dynamic … rather “it requires adding just enough structure into the yin of creative processes to actually enhance them while connecting the overall work activity to the yang of structured process and data.”
The need to find this point of balance between yin and yang was never more critical than in the world of Change Management. In this world, success depends always on being able to close the gap between people and systems, between individuals, teams and organisations and the processes that enable them to work effectively to make change happen. In this world, a little systems help for the yin of the enterprise would probably go a long way!
Why is it therefore that software-enabled support for the variable, versatile and vigorous activities of staff has never really taken off? Indeed, how could software possibly enhance what is essentially a human process?
The answer surely lies in the fact that it is extremely challenging to create a system design that can offer the flexibility needed to match the human requirement. How does one provide “just enough” systems structure? What is sufficient to enable and to support these human processes?
At element8 the team has been trying to address these questions for a couple of years.
Part of their answer has been to devise an architecture, a software fabric, that applies the principles of Lifecycle methodology to the challenge of managing change. In this context, a Lifecycle is any business process that helps teams deliver the desired change or transformation. To meet the type of flexibility requirements identified by PWC, a lifecycle can be configured to meet almost any client need but standardised lifecycles are also available including Lean Six Sigma and Continuous Improvement, Quick Wins, etc..
This architecture is known as xpoint™, and it provides a community facing change with a shared approach and a shared workspace; furnishing that workspace with a comprehensive and configurable range of transformation tools and processes so that shared language, skills and methodologies are developed. Woven into these tools and processes are collaborative technologies that bring this workspace alive, so teams can brainstorm, discuss, challenge, align, recognise contributions, etc. in new ways.
Has this particular market initiative yet reached the stage where an optimum balance has been achieved between human and structured processes? Clearly not, but it is a solid indication that progress is being made in the market to address the gap, and that increasingly in the future there will be answers for those who feel that with a little help on the yin they can also achieve a lot more on the yang.
