Yes, but before trying to change an organisation you first need to understand it today. That's as much about connecting the dots of what it is trying to do vs what it is actually doing. It isn't mapping it's organisational structure, it's mapping it's organisational coherence, or lack of it. Only once you have that baseline can you start changing/fixing it. This fix works for both the actual humans in the organisation and any AI related endeavours.
I really like the phrase: "mapping organisational coherence." Absolutely. You need a baseline. The part I'd add is that organisational understanding is never complete before implementation begins. We discover as much about the organisation during implementation as we do about the technology. That's why I think implementation isn't separate from organisational redesign; it's how the redesign is discovered. Intelligent systems expose where organisational coherence breaks down, and every implementation leaves us with a better map of where those breaks actually are.
Yes, but before trying to change an organisation you first need to understand it today. That's as much about connecting the dots of what it is trying to do vs what it is actually doing. It isn't mapping it's organisational structure, it's mapping it's organisational coherence, or lack of it. Only once you have that baseline can you start changing/fixing it. This fix works for both the actual humans in the organisation and any AI related endeavours.
I really like the phrase: "mapping organisational coherence." Absolutely. You need a baseline. The part I'd add is that organisational understanding is never complete before implementation begins. We discover as much about the organisation during implementation as we do about the technology. That's why I think implementation isn't separate from organisational redesign; it's how the redesign is discovered. Intelligent systems expose where organisational coherence breaks down, and every implementation leaves us with a better map of where those breaks actually are.