Mark Linehan commented[1]:
Well-run businesses have a formal governance process: a business process for managing changes to other business processes. Defined this way, a governance process is a metaprocess.
My reply: There is a governance process in every organization, whether well-run or not. Unfortunately it’s often unstructured and ad hoc.
In any case, governance is about “the making and administration of [business] policy in [an organization]”[2]. Yes, the business policies can certainly have the effect of changing (transforming) other organizational processes. But that’s indirect. So I think calling a ‘governance process’ meta- is a bit tenuous.
[1] This series of point/counterpoint replies is a follow-up to my post “Meta Here. Meta There. Meta Everywhere?” (March 31, 2014), which generated a surprising amount of great discussion. (Thanks all!) Refer to: http://www.brsolutions.com/2014/03/31/meta-here-meta-there-meta-everywhere/The definition I’m using for meta- is from Merriam-Webster’s Unabridged Dictionary [3b]:
3b: of a higher logical type – in nouns formed from names of disciplines and designating new but related disciplines such as can deal critically with the nature, structure, or behavior of the original ones *metalanguage* *metatheory* *metasystem*
Ron Ross, Principal and Co-Founder of Business Rules Solutions, LLC, is internationally acknowledged as the “father of business rules.” Recognizing early on the importance of independently managed business rules for business operations and architecture, he has pioneered innovative techniques and standards since the mid-1980s. He wrote the industry’s first book on business rules in 1994.
I do not mean business governance in general. I mean formal processes (in the sense of BPMN) for managing changes to business processes (also as in BPMN). This is why I used the words “well run” and “formal governance process”.
Comments are closed
Feedback
“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.”
Trevor – Investors Group
“Your work has been one of the foundations of my success in our shared passion for data integration. It has had a huge impact on innumerable people!”
“A great class that explains the importance of business rules in today’s work place.”
Christopher – McKesson
“Sessions flow together well and build upon the concepts for the series which makes the learning easy and better retention.
The instructor is knowledgeable and very attentive to the audience given the range of attendees skill and knowledge of the subject at hand. I enjoy her training sessions.”
Deborah – American Family Insurance
“You did a wonderful job!! The material was organized and valuable.”
Janell – Texas State University
“Instructors were very knowledgeable and could clearly explain concepts and convey importance of strategy and architecture.
It was a more comprehensive, holistic approach to the subject than other training. Emphasis on understanding the business prior to technology considerations was reassuring to business stakeholders.”
Bernard – Government of Canada
“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.”
Mark H Linehan
| #
I do not mean business governance in general. I mean formal processes (in the sense of BPMN) for managing changes to business processes (also as in BPMN). This is why I used the words “well run” and “formal governance process”.