tag:blogger.com,1999:blog-7415430.post6789654979184778087..comments2023-07-31T20:52:24.477+01:00Comments on Technology Update: Future of ITRichard Veryardhttp://www.blogger.com/profile/04499123397533975655noreply@blogger.comBlogger3125tag:blogger.com,1999:blog-7415430.post-55302162373760131822010-11-26T20:24:56.040+00:002010-11-26T20:24:56.040+00:00Richard,
"Of course passion and engagement a...Richard,<br /><br />"Of course passion and engagement and the other things you mention are also worth striving for: although the CIO may not always be the most obvious person to lead general initiatives across the enterprise..."<br /><br />I know from your other comments, posts, etc. that you indeed under stand the importance of passion, engagement, etc., which is why I was surprised it seemed so completely absent from the slideshare presentation. Especially given your comment above about the CIO. If anyone NEEDS to hear the message of the importance of balancing the rational with the passionate, its IT leadership, which seems all too left-brained!Ironickhttps://www.blogger.com/profile/04377345806640097300noreply@blogger.comtag:blogger.com,1999:blog-7415430.post-92062315692376129002010-11-25T17:03:28.387+00:002010-11-25T17:03:28.387+00:00Thanks Nick
I am not suggesting that organization...Thanks Nick<br /><br />I am not suggesting that organizational intelligence is the only thing worth striving for, merely that it provides a useful way of thinking about a broad range of technological and organizational initiatives.<br /><br />Of course passion and engagement and the other things you mention are also worth striving for: although the CIO may not always be the most obvious person to lead general initiatives across the enterprise, it is certainly important to ensure that these values are respected and if possible furthered by IT initiatives.<br /><br />It is not my intention to present organizational intelligence as an exercise in optimizing the enterprise-as-machine. In my post <a href="http://rvsoapbox.blogspot.com/2010/10/organizations-as-brains.html" rel="nofollow">Organizations as Brains</a>, I relay Gareth Morgan's distinction between instrumental (machine) rationality and substantial (human) rationality. True organizational intelligence must aim for the latter, and I have always regarded organizational intelligence as an initiative that requires organizational and cultural change (Theory Y, power-to-the-edge) as much as technological change.Richard Veryardhttps://www.blogger.com/profile/04499123397533975655noreply@blogger.comtag:blogger.com,1999:blog-7415430.post-23430667714945459272010-11-25T16:08:43.356+00:002010-11-25T16:08:43.356+00:00Richard,
Though I like many of the concepts you&#...Richard,<br /><br />Though I like many of the concepts you've pulled together in OI, the way they are named, packaged, and presented feels like the enterprise becomes a machine and the people mere cogs. It feels like a description of the Borg.<br /><br />Where is the passion, the creativity, the fun, the adventure, the solidarity, the entrepreneurship, the "enterprise" (as in "a purposeful or industrious undertaking, especially one that requires effort or boldness")?<br /><br />I think the future of the enterprise and enterprise IT is in the direction of increased passion (incl. empathy, creativity, boldness), transparency, and sustainability/resilience. I see none of them highlighted here. I feel I have to read between the lines to find them (if they are there at all).<br /><br />Consider Albert Borgmann, who we were recently discussing. In "Depth of Design" he calls for design to create/enable "engagement". Where is the deep "symmetry that links humanity and reality" in your description of Organizational Intelligence?Ironickhttps://www.blogger.com/profile/04377345806640097300noreply@blogger.com