iSAQB Software Architecture Gathering
1. We assume the world, markets, and environments constantly change. But when it comes to the pace of adaptation, could we also fall for self-fulfilling prophecies, disrupting work environments, people, and processes in anticipation of change without first testing whether an established organization may actually be resilient? How do you recognize when it is wiser to “wait and see”? Is moving slowly sometimes the better strategy?
I believe that nobody really knows how much to respond and how much to ignore. Every action in a complex system may result in unforeseen consequences. And indeed, adapting and responding to change has an effect on the environment and may cause even more change that one then has to adapt to. Perhaps deep experience in an environment is ultimately required to sense when to adapt to a change and when to just wait and see. In other words: intuition, which in my opinion is just another word for subconscious pattern matching.
2. You argue that in a complex world, the challenge is not designing for control, but designing for viability. What does “viability” mean in practice for an organization, and what do leaders need to let go of to achieve it?
Viability means surviving and thriving in a changing environment. It is the capability of staying alive and dealing with anything that happens. The key to viability is a collection of feedback cycles both within the organization and between the organization and the environment. Stafford Beer's Viable System Model offers a great explanation of what it takes for systems to remain viable. What leaders need to let go of is the belief in what they already know. Mental models require continuous recalibration to match the changing environment.
3. Software architects are used to designing systems for uncertainty, scalability, and change. Which principles from software architecture do you think translate particularly well to organizational design, and where does that analogy break down?
The first concept I can think of is modularity and interfaces. Organizations that can break themselves down into small units with defined interfaces—where the units can easily be swapped in and out because of standardized integration points—are the companies that find it easier to constantly adapt and reinvent themselves. Of course, this usually breaks down due to social and psychological side-effects. Humans are not machines. The social part of "socio-technical systems" easily leaks through any organizational boundary. But the principle generally holds.
4. Is your approach to organizational design rooted in certain values or ground truths about human collaboration? If so, which ones?
My ground truths are complexity science and humanism. I appreciate systems and I appreciate people. I believe we could create a better world for people if we invest more time in understanding how systems work.
5. You mention autonomy and alignment as sometimes opposing forces. Could representation and democratic governance help organizations achieve better alignment without sacrificing autonomy?
Looking at how Western democracies are suffering these days from populism and polarization, I find it hard to see how "democratic governance" can achieve better alignment. The problem is that democracy is fine in principle but elections are nothing more than popularity contests, with predictable results. I really do not see this is as a template for organizations to follow. So yes, democracy is good and I often advocate for it, but not through elections. There are other mechanisms to achieve representation, in a more stable manner.
6. Congratulations to your new very local job. Will you remain to be Mr. unFIX?
Thank you. I will always remain the author and founder of both Management 3.0 and unFIX. But for now, my focus lies with my current client, Erasmus MC in Rotterdam, the largest academic hospital in The Netherlands. The governance challenges in such a complex environment are incredibly fascinating.
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