Looking at the way data, information and knowledge flow through an organization, with a little imagination one can see the resemblance between an organization and the human body, in which the networks created by the respective flows spread through organization as nervous, circulatory or lymphatic braids do, each with its own role in the good functioning of the organization. Each technology adopted by an organization taps into these flows creating a structure that can be compared with the nerve plexus, as the various flows intersect in such points creating an agglomeration of nerves and braids.
The size of each plexus can be considered as proportional to
the importance of the technology in respect to the overall structure. Strategic
technologies like ERP, BI or planning systems, given their importance (gravity),
resemble with the organs from the human body, with complex networks of braids in
their vicinity. Maybe the metaphor is too far-off, though it allows stressing the
importance of each technology in respect to its role and the good functioning of
the organization. Moreover, each such structure functions as pressure points that
can in extremis block any of the flows considered, a long-term block having important
effects.
The human organism is a marvelous piece of work reflecting the
grand design, however in time, especially when neglected or driven by external agents,
diseases can clutch around any of the parts of the human body, with all the consequences
deriving from this. On the other side, an organization is a hand-made structure
found in continuous expansion as new technologies or resources are added. Even if
the technologies are at peripheral side of the system, their good or bad functioning
can have a ripple effect trough the various networks.
Replacing any of the above-mentioned strategic systems can be
compared with the replacement of an organ in the human body, having a high degree
of failure compared with other operations, being complex in nature, the organism
needing long periods to recover, while in extreme situations the convalescence prolongs
till the end. Fortunately, organizations seem to be more resilient to such operations,
though that’s not necessarily a rule. Sometimes all it takes is just a small mistake
for making the operation fail.
The general feeling is that ERP and BI implementations are taken
too lightly by management, employees and implementers. During the replacement operation
one must make sure not only that the organ fits and functions as expected, but also
that the vital networks regained their vitality and function as expected, and the
latter is a process that spans over the years to come. One needs to check the important
(health) signs regularly and take the appropriate countermeasures. There must be
an entity having the role of the doctor, who/which has the skills to address adequately
the issues.
Moreover, when the physical structure of an organization is affected,
a series of micro-operations might be needed to address the deformities. Unfortunately,
these areas are seldom seen in time, and can require a sustained effort for fixing,
while a total reconstruction might apply. One works also with an amorphous and ever-changing
structure that require many attempts until a remedy is found, if a remedy is possible
after all.
Even if such operations are pretty well documented, often what
organizations lack are the skilled resources needed during and post-implementation,
resources that must know as well the patient, and ideally its historical and further
health preconditions. Each patient is different and quite often needs its own treatment/medication.
With such changes, the organization lands itself on a discovery journey in which
the appropriate path can easily deviate from the well-trodden paths.
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