I do NOT believe the way to achieve business agility is to “build a business knowledge-base that captures all the business rules and mental knowledge in an organization to prepare for change” (as one commenter recently wrote). I do NOT believe that, nor does the Business Agility Manifesto (https://lnkd.in/e5JCFc4) say to do that. As one of its three authors I am 100% certain.
The Manifesto’s message is that change initiatives should be conducted in more knowledge-aware and knowledge-centric fashion than today. As you develop business capabilities (conduct projects) the knowledge should be made explicit (e.g., as business rules, concept models, etc.) and retained. That approach permits not only the given business solution to be more agile, but as the knowledge is managed and extended, solutions built subsequently as well. You build on success.
We three authors spoke together November 10 on the Opinion of Gurus panel at the Building Business Capability (BBC) conference in Orlando, Florida (a spectacular event!). We specifically said NOT to go about things the way the commenter said. So who’s the guilty party that says we do?!
I get as excited as the next person about current trends in how work is best organized in digital companies. Those trends include egalitarianism (especially of ideas), transparency of decision-making, openness to experimentation, fact orientation, servant leadership, middle managers as player-coaches, self-organizing and self-directed teams – the list goes on.
You can immerse yourself in all those trends and lead yourself to believe that business is being reinvented. In some sense yes it is, but in the most important sense, no it’s not.
The death of companies is not imminent. Top management is not going to disappear. Organizational hierarchies will continue to exist, even where flattened and energized.
What does that mean for discussion of agility? It means that if you want to pursue true business agility your thinking must be grounded in management imperatives. That is exactly the approach taken by The Business Agility Manifesto.
Put simply, management exists because the business owns assets from which value must be created. The persisting need for strategy, security and optimization all arise from that fundamental fact of life.
The need for business agility arises because the business ecosystem has never before been so dynamic, at least on the compressed timeframes we see today. Business agility is about creating a sustainable means to continuously change and adapt, while preserving, protecting and enriching business assets. Increasingly those assets include knowledge, a point the Manifesto takes as a critical point of departure.
Talking about agility only in terms of how to compact and energize organizational structures (hierarchies), while useful and exciting, fails to address the fundamental raison d’être for companies. Organizational agility is simply not comprehensive business agility. If only it were it that simple! Don’t be fooled. The problem of business agility runs far deeper than surface innovations addressing only work agility can ever resolve.
 Andrew McAfee and Eric Brynjolfsson confirm and explain this point brilliantly in chapter 13 “Are Companies Passé (Hint: No)” in Machine, Platform, Crowd (2017), W.W. Norton & Co, 402pp.
 McAfee and Brynjolfsson use the more elegant term ‘residual rights of ownership’. Their argument (very briefly) runs like this. Since contracts with other parties will always be incomplete, companies with their managers and hierarchies will continue to exist to make decisions in all cases where the contracts fall short. In other words, even with distributed ledgers (blockchains), smart contracts, powerful platforms, and machine intelligence a completely flat (purely egalitarian) business playing field will remain unworkable.
The 3 of us will formally introduce the Manifesto for the first time at the Building Business Capability (BBC) conference Nov. 6-10 in Orlando, FL. Be there to hear all about it and to discuss! http://www.buildingbusinesscapability.com/
“We actively use the BRS business-side techniques and train our business analysts in the approach. The techniques bring clarity between our BAs & customers, plus more robust requirements for our development teams. We’ve seen tremendous value.”
Jeanine Bradley – Railinc
“I found the course interesting and will be helpful.
I like the pragmatic reality you discuss, while a rule tool would be great, recognizing many people will use Word/Excel to capture them helps. We can’t jump from crazy to perfect in one leap!
Use of the polls is also great. Helps see how everyone else is doing (we are not alone), and helps us think about our current state.”