Systems Architecting of Organizations : Why Eagles Can't Swim
"The most difficult questions facing organizations today do not have scientifically or mathematically provable solutions. Many answers that do exist depend upon time and circumstance. Systems Architecting of Organizations: Why Eagles Can't Swim tackles a very difficult dilemma: how do even...
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| Format: | Book |
| Language: | English |
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Boca Raton, FL :
CRC Press,
2017
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| Edition: | First edition |
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| 505 | 0 | |a Part part I Treating organizations as systems -- chapter Key terms and concepts in systems architecting -- chapter Part I: Treating organizations as systems 5 -- chapter 1 The unusual field of complex organizations -- chapter 2 Emergent capabilities and values of systems and organizations -- chapter 2 Emergent capabilities and values of systems and organizations 27 -- chapter 2 Emergent capabilities and values of systems and organizations 37 -- chapter 2 Emergent capabilities and values of systems and organizations 39 -- part Part II An architect's perspective of the world outside -- chapter Establishing external interfaces -- part Part II: An architect's perspective of the world outside 47 -- chapter 2 gladiators in the same arena -- part Part ll: An architect's perspective of the world outside 49 -- chapter 3 The marketplace and other battlegrounds -- chapter 3 Delicate balancing -- chapter The origin and behavior of cycles and transients -- chapter 3 Delicate balancing -- chapter 3 "Delicate balancing -- chapter 3 Delicate balancing -- chapter Summary -- chapter 4 -- chapter 4 "Delicate balancing -- chapter Rules count -- chapter 4 "Delicate balancing -- chapter 4 Delicate balancing -- chapter 4 "Delicate balancing -- chapter The three agents of change -- chapter 4 "Delicate balancing -- chapter 4 "Delicate balancing -- part Part II: An architect's perspective of the world outside 51 -- chapter 6 eagles in a row that couldn't catch their fish -- chapter 5 Unstated assumptions and other suhliminals* -- chapter Assumptions of the nature and scope of success -- chapter 5 Unstated assumptions and other subliminals The scope of success or how did we get in this fix? -- chapter 5 Unstated assumptions and other subliminals 105 Notes -- chapter 6 Different structures, different rules, and, consequently, different capabilities -- chapter 6 Different structures, rules, and, consequently, capabilities 115 -- chapter 6 Different structures, rules, and, consequently, capabilities 117 -- chapter 6 Different structures, rules, and, consequently, capabilities 121 -- chapter 7 Decision making in complex organizations -- chapter 7 Decision making in complex organizations 129 -- chapter 7 Decision making in complex organizations 135 -- part Part III Internal constraints and opportunities -- chapter On creating insights -- part Part IV The foundations of organizational architecting -- chapter 8 The context and use of systems insights and metaphors -- chapter 8 The context and use of systems insights and metaphors 155 -- chapter Metaphors as commentary -- chapter 8 The context and use of systems insights and metaphors 157 -- chapter 9 Architecting a reorganization and forming its architecting team -- chapter 9 Architecting a reorganization -- chapter 9 Architecting a reorganization 167 -- part Part IV: The foundations of organizational architecting 143 -- chapter Setting the stage -- chapter Strategic planning for organizational change -- chapter 10 The why and when of architectural change -- chapter Organizational strengths and their accompanying weaknesses -- chapter 10 The why and when of architectural change 181 -- chapter 10 The why and when of architectural change -- chapter 10 The why and when of architectural change 185 -- chapter 10 The why and when of architectural change 187 When to change -- chapter Organizational modifications based on architectural assessments -- chapter 10 The why and when of architectural change 191 -- chapter 11 The what and how of radical change -- chapter 11 The what and how of radical change 203 -- chapter Merger successes and failures -- chapter Appendices A. Propositions for organizational architecting B.A listing of insights C. Annotated list of citations -- chapter Appendix A Propositions for organizational architecting -- chapter Appendix B A listing of insights -- chapter declare a race. 56 countersystem. competitor looks for mismatches and tries to exploit or | |
| 520 | 2 | |a "The most difficult questions facing organizations today do not have scientifically or mathematically provable solutions. Many answers that do exist depend upon time and circumstance. Systems Architecting of Organizations: Why Eagles Can't Swim tackles a very difficult dilemma: how do even highly respected organizations maintain their vaunted excellence, accommodate the new world of global communications, transportation, economics and multinational security, and still survive against stiff competition already in place? As they are finding out, depending upon the circumstances, the demands of excellence on the one hand, and of change on the other, can be cruelly irreconcilable. This book does not just describe business strengths and weaknesses. First, it identifies potential weaknesses, then offers guidelines and insights to address them. Its approach is architectural and heuristic. Second, this book is about maintaining success in a dynamic world, not about achieving it in a static one; few are clear on what to do and not to do in the face of major change. Systems Architecting of Organizations: Why Eagles Can't Swim helps professionals gain new perspectives when reviewing their own organizations and to see problems and opportunities previously not apparent. Features"--Provided by publisher | |
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