– TOM PIERCE –
The Orchestration of Dissimilar Systems
Is it possible that independent systems — made up of highly specialized combinations of human and digital intelligence, skills, instrumentation, and acquired mastery — can be utilized and managed (indeed, led) in such a way that their combined effect is synergistic, synchronized, collaborative, cooperative, and so richly harmonized such that the impact of the whole is far greater — far more beautiful, uplifting, inspiring, and treasured by their audience — than the segregated and fragmented contribution of each system in isolation?
And can this be done without sacrificing or compromising the unique characteristics and distinctive interactions within each participating function?
– “Suit of Strings”, by Raymond Heilman
The answer to each question is a resounding “Yes”, echoing through many centuries and many domains both integral and essential to the building of communities, societies and culture.
Why have we not yet embraced this orchestral wisdom in the construct, management, leadership, and understanding of our diverse systems of information, intelligence, and acquired wisdom in the dynamic world of enterprise software systems?
Preliminary explanations:
There is a growing and persistent myth that centralization, standardization, and rigid enforcement of configured policies constitute the only viable means of overcoming the risks of fragmentation, dissonant internal conflict, and inefficiencies of duplicated and counter-productive effort. (The myth is false.)
There is generalized fear and anxiety of separation (which Jan Baan insightfully terms “De-coupling”), strongly related to the fear of losing “control”. (This anxiety can be mitigated by understanding the illusory nature of “control”, and substituting the more appropriate objectives of influence, guidance, direction, and inspiration.)
The theory and practice of delegation seems to have lost sight of the significance of trust, along with corresponding emphases of personal and professional development, career progression, and bi-directional loyalty. The “entrepreneurial spirit” once celebrated and every level of functional and organizational responsibility seems a faint memory, replaced with resurgent emphasis on KPIs, Accountability, and Change Management (too often Behavior Modification Therapy in thin disguise).
Signs of hope:
(Re)learning the values and distinctions of composition, configuration, and customization suggests a strong basis for viable alternatives to rigid, monolithic, conformist systems of human and digital management.
A budding renaissance of “best in breed” (better approached as “best fit”) implies some level of decentralization (dare I say “democratization”?) of critical local planning and execution decision flow. (For those exposed to Dutch Reformed thought, this harkens back to the “Pillarization” taught by Abraham Kuyper, referring to a network of domain- specific organizations – in strong contrast to the rampant “Polarization” that rips at the fabric of contemporary Western business and culture.)
The strong push by major monolithic ERP titans towards even greater (cloud-based) mandated centralization, standardization, and control (plus associated fees) is prompting new levels of critical thought and consideration of viable alternatives.
Change is coming.