Schlagwort-Archive: Purpose

Mortar – the ideal metaphor for the purpose of Governance

Enterprises are always looking for new ways, in order to set themselves up in the best way by smartly distributing the tasks. In the past the tasks were divided into as small parts as possible and provided with goals that unfortunately did not always fit to each other. As a result there are the corporate areas research & development, production, sales and so on. Today everybody makes efforts to reverse this development and to implement holistic solutions with process orientation and agile organization. No matter how you set up yourself, you need a connecting element between the parts – the governance. In order to explain the purpose of governance, mortar that joins building blocks to a stable whole is a good metaphor.

The interactions of many functions, units and employees within enterprises must be ensured. The following attributes of the Governance should enable this interaction.

  • Leveling
    Without mortar, it is very difficult to build a custom-fit masonry. The unevenness of the stones corresponds to the blurring of the components of a company. The adaptable mortar compensates for unevenness and connects the blocks in the right plumb line.
    Accordingly, the governance provides answers, which are not so critical within the individual areas, but ensure the accuracy between each other by balancing the scope of action across all areas.
  • Cohesion
    After the stones are piled up with the moist mortar to the desired wall, the whole dries to a stone-like mass. The walls hold together as if they were made of one stone. At the same time, the joints are designed to absorb climatic fluctuations.
    Governance must be prepared to cope with fluctuations in business requirements, e.g. through a common set of values that provides a framework for difficult times.
  • Stability
    You cannot simply put stones together with mortar. An overall statics is required for the wall to fulfill its tasks. The overall plan provides the basis for this. If the static of the building is OK, i.e. if there are no imbalances that let the wall collapse over time, then the build-up will likely last for a long time.
    Accordingly, it is not enough to introduce governance. The building blocks must also be meaningfully aligned to each other, e.g. through a shared vision and long-term goals.

As the mortar is the binder between stones, the jointly decided governance holds the enterprise together and ensures that everybody is aligned to the same direction.

Bottom line: There are rarely walls that work without mortar. The same applies to companies that do not function without governance. Therefore, to convey the purpose of governance, mortar is a good example, as it allows any   sizes of walls and stabilizes buildings. The crucial thing is to connect the parts of the company in such a way that they stick together and perform their tasks in a stable way. In this sense, mix your mortar and ensure that way the cohesion of your area.

P.S.: See also the elements of Governance.

Planned transformations need a targeted strategy

Change takes place constantly. As long as you are drifting, you leave your fate to others. If it does not run in the  expected direction, some speak of superior forces that they cannot control. If advantages appear, then they are pleased about the fortune and the divine providence, which gives them benevolently positive results. Of course nobody would get the idea to drive a car, without changing gears and, above all, without steering. But planned transformations need a targeted strategy, even if many are critical.

Strategiezielen

The most important task is setting the direction that provides the framework for the planning in all areas. This sketch consists of

  • an emotionally loaded picture of the future, which encourages the staff,
  • a comprehensible reason, the mission,
  • a set of premises, the critical success factors, the value disciplines and the strengths, weaknesses, opportunities, and risks,
  • a rough direction that describes growth or contraction and/or first or second order changes,
  • defined general goals that should be reached, and
  • the core of the enterprise that determines the crucial capabilities, processes and deliverables.

Those who consider the individual parts can benefit from it. Nevertheless enterprises and departments allow themselves the luxury to act without a formulated strategy. What is the problem?

  • Above all, many do not understand the components and the application of the plan. It is as if one would have a bow and arrows, but never saw or learned or tried their usage.
  • Without a personal conception of what you want to reach, you cannot provide direction. It is as if you can shoot with the bow, but you do not know, where the target is.
  • Even if some have the picture of the future before their inner eye, they let themselves too much time, in order to translate it in words and representations. It is, as if you direct the bow toward the goal, but you cannot decide of letting the arrow go.
  • Frequently the plan for the future is prepared and published, but the outcome is not determined. As if you would shoot the arrow and you would not be interested in the impact in the target.
  • If planning does not achieve the desired results, then many do not have the ability to readjust. It is as if you would not continue trying to hit the target after the arrow missed the target.
  • If you achieved, what you wanted, then people think that they need the strategy any more. It is as if one would hit in the bull’s eye and would thereafter shoot no more arrows.

BTW, the probability of a hit without shot is equal to zero. After the shot is before the shot. In this sense the development of a strategy is a continuous task that is necessary.

Bottom line: The strategy is a fixed part of everyday business. All parts fulfill their purpose of aligning the employees to a joint goal. Daily practice is burdened by clumsy use of the parts. However, if you want to steer transformation, nothing else remains than a targeted strategy.