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Systemic Governance
A Framework
© 2014 Malcolm Ryder / archestra research
How to use this notebook
The following series of notes describe
a generic concept of governance
derived directly from prim...
Recognizing governance
Like “defense” or “offense”, governance is a high-level orchestration of
multiple concurrent activi...
The circumstances of governance
An organization executes activities continually that are dependent on
arrangements of the ...
Stakeholders in governance
In the abstract, governance does not care what the stakeholder values
are, but in practice the ...
Systemic governance
Applying the general forms of assurance to the different types of
stakeholder value generates a frame ...
©2014MalcolmRyder/archestraresearch
Exposing governance
The logic of the framework is applicable without
modification to historical, current and future varian...
© 2014 Malcolm Ryder / archestra research
mryder@malcolmryder.com
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Systemic Governance - A Generic Framework

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Like “defense” or “offense”, governance is a high-level orchestration of multiple concurrent activities, conducted to create an overall state – in this case, a state of assurance of stakeholder values. Governance provides an orientation to activities that, by executing them under known constraints, aligns their impacts cooperatively towards assurance. This framework guides the orchestration.

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Systemic Governance - A Generic Framework

  1. 1. Systemic Governance A Framework © 2014 Malcolm Ryder / archestra research
  2. 2. How to use this notebook The following series of notes describe a generic concept of governance derived directly from primary research. No external citations are included or necessary in this notebook. Additional research may lead to modifications of this content without prior intent or notice. All text and images in the notebook are copyrighted. ©2014 Malcolm Ryder / archestra research
  3. 3. Recognizing governance Like “defense” or “offense”, governance is a high-level orchestration of multiple concurrent activities, conducted to create an overall state – in this case, a state of assurance of stakeholder values. Governance provides an orientation to activities that, by executing them under known constraints, aligns their impacts cooperatively towards assurance. Assurance is achieved through an authoritative continual influence exercised in four general ways: • Prescription • Direction • Control • Security
  4. 4. The circumstances of governance An organization executes activities continually that are dependent on arrangements of the interactions of its people, processes, technologies and materials. That composition of the organization’s behaviors may be tuned to a variety of concerns. The scope of concerns and the extent of the tuning can, in effect, include or exclude significant support for a given type of stakeholder value.
  5. 5. Stakeholders in governance In the abstract, governance does not care what the stakeholder values are, but in practice the commitment of governance is to provide assurance of designated values in organizational behavior. Most organizations doing business can anticipate a range of types of value representing stakeholder interests: • Community: welfare of citizens or members and their environment • Regulatory: compliance to lawful permission • Strategy: commitment to primary goals • Economy: conservation of resource • Quality: fitness to purpose
  6. 6. Systemic governance Applying the general forms of assurance to the different types of stakeholder value generates a frame of reference, within which we can request useful contributions to governance. In the frame of reference, available activities can take positions; their location explains the “assurance” orientation that governance wants them to support. An overall concern of governance is that the assurance orientation be mandated as a key objective of the contributing activity. This calls for incorporating assurance as a policy of managing the activity. stakeholder values assurances
  7. 7. ©2014MalcolmRyder/archestraresearch
  8. 8. Exposing governance The logic of the framework is applicable without modification to historical, current and future variants of governance. Because the activity types are generic, there can be examples of those types at any managed level of a business architecture, including resources, platforms, processes, objectives, or relationships. Additionally, domain expertise in any given type of stakeholder value can readily identify the activities relevant to the type of influence (prescribe, direct, control, secure) employed for supporting assurance. The critical idea is that governance is distinctive and potentially pervasive; meanwhile it is not a substitute for any other means of running the organization but it knowingly co-operates with other means. stakeholder values assurances
  9. 9. © 2014 Malcolm Ryder / archestra research mryder@malcolmryder.com

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