joined -up-management for a joined-up-world

Colin Beveridge

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Top Stories by Colin Beveridge

This is a guest post from John Tovla which draws some very interesting connections between Systems behavior and the oldest form of human-created complex systems: Cities. Over there, a woman’s walking down a city sidewalk. [source:] She’s doing all kinds of things at once: walking, texting, presumably not being hit by a biker, even perhaps being stalked. Framing this in terms of interaction design, we might think of it as a moment of simultaneous navigation of multiple information interfaces. One of these interfaces is rarely thought of as such; it is the skin of the built world: the sidewalk, curbs, building entrances, shop windows, signage, and welter of moving elements (human and machine) that cross her path. Another is digital: the menus of an iPod, or an application on a smartphone, a GPS map, an SMS keyboard. Thinking more deeply about only these ... (more)

Three Years on the Helter Skelter

Progress on the web has been running at break-neck speed for so long that we have become accustomed to the helter-skelter pace of development and we rarely get the time to look back and reflect on our journey, from where we were to where we are. Nevertheless, I was recently asked by Brinley Platts to answer an interesting question: How has your working life been changed by technology over the past three years? Well, my working routine has changed significantly over the past three years, due largely to the accelerated functional development of social media tools and the ubiquity... (more)

the silent killer: Systemic risk

Systemic risk is the silent killer of organizations and often goes undiagnosed until it is almost too late, just like uncontrolled high blood pressure in the field of human medicine. We may think that we have a rigorous approach to risk management but very often this is simply a fragmented picture of the enterprise, with some key pieces of the jigsaw either absent or yet to be identified. Very few organizations can see the full picture – why? Because very few organizations have an efective view of themselves; they will have organization charts and may well have some ‘architectural... (more)

Operational Utopia – Does your IT culture work with your business? – webcast

It can be hard to find the road to operational nirvana – an IT infrastructure that allows faster time to market for new applications, more efficient divisions of labour for IT specialists and, of course, across the board cost savings. Today’s disparate and distributed IT enterprise, has legacy systems feed into new and innovative processes, while acquisitions and consolation also add to the IT complexities. Outside of the tech, differences in culture from business to business, such as infrastructure support versus human resources, can make pin pointing events and alerting transac... (more)

do Organizational scars and stretch-marks last forever?

Organizational scars, like bodily scars, are borne forever and affect us long after the causal events. This may seem very simplistic. But it is an important perspective for every business to recognise the persistently damaged areas of the organizational nervous system. I began thinking about organizational scars when I saw a so-called “odd fact” from @robinbloor on Twitter: “Except for the minerals in the enamel of teeth, every molecule in the human body is replaced every 7 years. #odd facts” This chestnut comes up fairly often on the web and you have probably seen articles [such... (more)