Ecosystem & Emergent Architecture and Decision-Making : The Simplexity Way
- 4th Industrial Revolution
- Ralph Stacey's Agreement & Certainty Matrix (see left)
- Organization as a living ecosystem
- 3 Horizons Model - Transitional (modernises the core) -> Evolutionary (guides growth with opportunities) -> Emergent Architectures
- Means: Emergent Architecture as a Simplexity Decision-Making approach
- End: from Situational and Contextual Awareness to Sense-making to Decision-Making
- How would you derive a set of foundational elements such as roles, their capabilities, some simple rules of engagement, economic unit of value, value capture and delivery, execution context that matches participants who play the role of a service provider to another who is the service consumer, performance measures *and* their relationships in an ecosystem of self-organising interacting agents (automated and/or human) that would foster desirable emergent behaviour that thrives in such an ecosystem in a sustainable manner?
- How do you design the coordination, control, and performance measurement systems to manage your organization?
- What are the principal components that make up a constantly evolving living organization? How best to architect them for sustained agility and beneficial emergence?
Decision-making Approach Overview
Draft conceptual framework
At the core is the concept of relationship or interaction aka #LinesNotBoxes.
Relationship/Interaction in turn is based on information flow.
This framework is multi-scale and fractal
Adopt VPEC-T as the language of collaboration between autonomous agents in a VSM
Why - Motivation
Who - Roles and Responsibilities
Where - situation and Space dimension
What - Structural concepts and entities - the dots
An organisation is no different from a living human ecosystem where multiple independent autonomous subsystems interact with one another as peers as well as the surrounding environment, in competition as well as cooperation while maintaining a healthy ecosystem at the same time. These subsystems include directing (brain++), monitoring (nervous system++), execution (muscles++). See https://en.wikipedia.org/wiki/List_of_systems_of_the_human_body. This model is described in https://en.wikipedia.org/wiki/Viable_system_model. In such an ecosystem, your stated phenomena of self-organisation, uncertainty, unpredictability arising from local interactions occur spontaneously. I hope we are now on the same page. As I have explained in my comments in another post linked above, and as an architect of enterprises, I believe I can go on to try to lay the foundation for such an ecosystem to thrive and therefore in the process create an agile enterprise that can respond effectively under complex and uncertain conditions as a coherent whole.
To have a clearer idea what shape and form such an architecture looks like lets refer to The Open Group's Open Business Architecture (https://blog.opengroup.org/2016/07/18/the-open-group-launches-the-open-business-architecture-o-ba-preliminary-standard-part-i-to-support-business-transformation/) although it is not 100% compatible with this thesis, for the simple reason it is designed more for the white region of complicated than the shaded region of complex. My own evolving thoughts can be found here http://simplexity.info.tm as attached. Sorry for the scribble. So finally here comes my question again. How would you derive a set of foundational elements such as roles, their capabilities, some simple rules of engagement, economic unit of value, value capture and delivery, execution context that matches participants who play the role of a service provider to another who is the service consumer, performance measures *and* their relationships in an ecosystem of self-organising interacting agents (automations and/or human) that would foster desirable emergent behaviour that thrives in such an ecosystem in a sustainable manner?
When - Time dimension
How - Dynamics integrating space and time dimensions