How to organize ICT, existing knowledge.
Thinktank, brainstorm.
Living ICT, can feel:
(I) - strictly controlled
(II) - luxurieus settled friendly
(III) - feel abandoned, lonely
(IV) - beautiful, full of uncertainty
🔰 An index contents is the counterpart of thsi page.
Contents
| Reference | Topic | Squad |
| Intro | Thinktank, brainstorm. | 01.01 |
| it4mind | Mindmap Strategic Alignment. | 02.01 |
| AIM-classic | Strategic Alignment, classic frameworks. | 03.01 |
| conflict | Recognizing & handling conflicts. | 04.01 |
| archimind | ICT Architecture Alignment. | 05.01 |
| Agile ict | Being Agile, Pull system. | 06.01 |
| | Following steps | 06.02 |
| same rv | Business - Technology (SAM) revised. | 07.01 |
| control | Span of control, revised. | 08.01 |
| core adm | Core business - Administration. | 09.01 |
| meta rv | Meaning of data metadata, revised. | 10.01 |
| tech rv | Technology usage, revised. | 11.01 |
| Leanwise | Lean Agile, Horse Sense. | 12.01 |
Progress
- 2020 week 48
- Added additonal lines of communication and their lines if power.
- 2020 week 27
- Reorganize content wiht devops-index and alignment tot the new CSS.
- Restrucutre the content in a post for details approaoch.
- 2019 week 42
- The Proces optimization (BI Analytics) design got split up in multiple pages and multiple topics.
- 2019 week 20
- Aligning up with the AIM model added.
- 2019 week 18
- Made references and cites to management theory.
- The Enterprise Architecture, EA, getting some hands on that elephant.
Mindmap Strategic Alignment.
IT is like exploring of a big elephant. 🤔 having a lot of details to concerns. Like:
- IT governance,
- Compliance,
- Security,
- Tools,
- Proces patterns,
- Life Cycle Management,
- .. etc.
Focussed on a single detailed easily conflicts to reality, the bigger picture.
The generic security with compliancy is having my special attention as being one often bypassed and forgotten. It is part of describing data that is: "meta".
The focus on Technology is not nice Information and Communication are not less important. Communication in the context of understanding each other aside also being a technology component.
Information Communication Technology. I prefer
ICT above IT.
ICT is sometimes used synonymously with IT (for information technology); however, ICT is generally used to represent a broader, more comprehensive list of all components related to computer and digital technologies than IT.
Categorizing working experience
When structuring all of my wildest experiences in a mind map for the content the first category level was:
- For a goal: Think, design plan before building. (Strategy)
- Implement a partial, limited, possible adjusted portion of the plan.
(Tactics) Changing the organisation
- Doing the daily activities according to achieve what was the goal.
(Operations) Running the organisation
It is switching between a bottom up, what is possible, and a top down, for what is the dream to achieve.
The next categorisation was the type and environment for the work. Using not that common abbrevations helped for a new way that fits into the classic ones.
- BPM - Business processes. What is going on.
What fits into this are: CFO, HRM, Facilities. All what is there to help support the existing core business and the future ones.
- SDLC - Life Cycle of the processes.
This is the core business product line. Managed by the COO. For ICT it are the information systems doing those tasks.
- BIANL - Analytics, intelligence.
Improvement of existing processes (IM), marketing for promoting them (CMO).
- Data - Business information. On what does the business run.
- Meta - How to manage the business information, context.
- Math - Knowledge foundation, for how to build / develop.
The technology (Data, Meta, Math) view is different tot that of the organisation - business (BPM,SDLC BIANL). Their interactions with each in all levels is the challenge.
IT Activitiets IT4IT
Doing Information Technology is requiring al lot of communications. When IT is seen as a problematic kind of work frameworks to organize that work are getting made, promoted and sold.
A long list of activities is seen in figures for those frameworks.
it4it
An infrastructure that provides Boundaryless Information Flowhas open standard components that provide services in a customer's extended enterprise that:
Combine multiple sources of information
Securely deliver the information whenever and wherever it is needed, in the right context for the people or systems using that information.
Strategic Alignment, classic frameworks.
The classic one is: Business * Information Technology (Henderson Venkatran).
The communication between the external provider and the internal lines is a problematic by the different goals of the involved parties.
Added in between is Informations management using business analytics (AIM).
Henderson Venkatraman (1993 IBM)
The Strategic Alignment Model (see Figure) identifies the need to specify two types of integration between business and Iff domains.
The first, termed strategic integration, is the link between business strategy and Iff strategy reflecting the external components.
More specifically, it deals with the capability of Iff functionality to both shape and support business strategy.
The framework was promoted by the technology provider.
"IT strategy" for the technology scope was never and will never be activity that each organisation will solve on their own.
Generic and commercial available solutions will be preferred being more robust having more functionality and cost less.
⚠ A part that is causing concerns is this is the I/T governance not being part of Business strategy. With the GDPR it is made clear that this idea is untenable.
The data controller role is mandatory within scope of a the business.
⚠ Another concern is the administrative infrastructure is separated from that of information technology. These days administration is not possible anymore without information technology.
Some organisations core processes are administrative only.
SAME, AIM model.
The learning loop from "Working Paper 99-03 A Generic Framework for Information Management R. Maes, April 1999"
For a long period, strategists have distanced themselves from operations on the shop floor: "operational effectiveness is not a strategy" (Michael Porter).
The strategic importance of excellent operations has rather recently been (re)discovered in the context of customer-oriented thinking;
it goes together with a reorientation of core capabilities (Hayes, Pisano and Upton, 1996) and with the breakthrough of ERP software packages.
🤔 The capacity loop is for optimisation of business processes.
With an overburdening in frameworks like ITIL it has revised in the DEVOPS (development / operations) labelling.
That overburdering has a cause by the commercial interests in selling and implementing those frameworks.
SAME SAM enhanced, AIM R.Maes
Now we have IT4IT. Initially set up by a number of vendors (Accenture, CapGemini, HP, PwC) and some user organizations (Shell a.o.),
but then transferred to the Open Group, where it was handled by again some of the global leading consulting organizations and a number of user organizations (read Geoff Harmer´s analysis).
The faces of IT4IT now are Accenture, HP, and of course a few customer organizations to avoid the idea of a commercial interest (Shell, Achmea).
Recognizing & handling confficts.
With different concerns, different interests, different type of persons conflicts will arise.
You cannot avoid conflicts, it is the challenge how to manage those conflicts in an acceptable way.
The ethical questions are not always felt as conflicts as theys should seen to be a conflict.
brmbok bisl
Relationship Management Institute´s BRMBoK© with the ASL BiSL Foundation´s Business Information Services Library (BiSL©).
The explicit distinction between information and technology emphasizes that the business needs information, and that technology is the enabler.
Information and technology are intimately intertwined, yet each needs to be managed in its own right.
Solving frictions, problems
Cynefin Framework helps managers to identify how they perceive situations and make sense of their own and other people´s behavior.
Disorder domains happen when you become uncertain of what stage you are in in your project and you do not know if any plans are working or not.
Leaders Job:
- Obvious, Simple: Sense, categorize, respond
- Chaotic: Act, Sense, respond
- Complex: probe, Sense, respond (best practice)
- Complicated: Sense, analyze, respond (good practice)
Enlarge for details, an overview:
characteristics,
leader task,
danger signals,
response.
👓 (By Maxgeron - Own work, CC BY-SA 4.0)
Origin
Ethical awareness
Working wirh ICT seems to be a binary world true/false. The reality is a complex and complicated one full of uncertaintities.
Working wiht uncertaintities gives ethical responsibilities.
There is increasing use of algorithms in the health care and criminal justice systems, and corresponding increased concern with their ethical use.
But perhaps a more basic issue is whether we should believe what we hear about them and what the algorithm tells us.
It is illuminating to distinguish between the trustworthiness of claims made about an algorithm, and those made by an algorithm,
which reveals the potential contribution of statistical science to both evaluation and "intelligent transparency."
In particular, a four-phase evaluation structure is proposed, parallel to that adopted for pharmaceuticals.
...
Finally, whenever I hear claims about any algorithm, 👓 my shortlist of questions I would like to ask include:
- Is it any good when tried in new parts of the real world?
- Would something simpler, and more transparent and robust, be just as good?
- Could I explain how it works (in general) to anyone who is interested?
- Could I explain to an individual how it reached its conclusion in their particular case?
- Does it know when it is on shaky ground, and can it acknowledge uncertainty?
- Do people use it appropriately, with the right level of skepticism?
- Does it actually help in practice?
I feel that question 5 is particularly important.
(David Spiegelhalter 2020)
ICT Architecture Alignment.
Planning designing discussing at a high conceptual level is giving a structure for planning and realisation.
Not everything is isolated to some isolated domain. IT governance and the Software Development Life Cycle are global for an organisation.
Reference to an architecture.
🤔 Thoughts: The blog of prabasiva has a nice reference for the generic lines SDLC and IT governance, Compliance, Security, Tools.
I got those lines in SDLC and "meta" both a combined series of similar topics.
BOM
Do a shopping list for what components, materials are needed.
Software_bill_of_materials (wikipedia)
Software vendors often create products by assemblingopen source and commercial software components. The software BOM describes the components in a product.
It is analogous to a list of ingredients on food packaging.
Business Event Analysis & Modeling.
Asking what is needed using the 7w´s is modelstorming, beam.
🤔 Not boiling the ocean, but delivering what is needed as soon as possible.
It is about what data is needed for reporting. The same questions can be asked for what is needed procsessing the information.
agile dwh
Being Agile, Pull system.
🤔 Going for: lean, agile, doing more with less is mostly about cost saving.
The lead for lean is car manufacturing in Japan. A pull system, only build what is needed and avoiding evils.
There is not one evil to avoid, there are many of them.
Muda, Mura, Muri
The Three Evils of Manufacturing (allaboutlean.com)
You will never reach the full potential if you only look at one of the three evils.
Muda: The most famous of the three evils of manufacturing is waste (muda). This is commonly divided into the famous seven types of waste:
- Transportation
- Movement
- Waiting
- Over-Processing
- Defects and Rework
- Inventory
- Overproduction (the worst one)
Mura:
Uneven customer demand
Inventory swings ? from too much to too little
Uneven production speed or changing production quantities
Uneven quality of good parts (however, if the part fails or has to be scrapped it is waste)
Irregular or erratic working rhythm
Uneven training of the workers
Uneven distribution of the workload
Muri: as per translation, muri is overburden, unreasonableness, and things that are too difficult. Naturally, the main focus here is on people.
However, it also can apply to materials, machines, and organizations. Here are a few examples:
- Working too long hours (and yes, I am frequently guilty of that myself)
- Heavy lifting, Noise, Lack of training/li>
- Unsuitable posture or inadequate ergonomics
- Too-difficult tasks
- Too-easy tasks (which may be boring or mentally tiring)
- Anything that leads to burn out, bore out, or repetitive strain injury
- Humiliation, but possibly also excessive praise
- Dangerous, dirty, and difficult tasks (the 3K in Japanese)
Following steps
These are high level considerations
Starting top down business - organisation the first entry. Starting at understanding the data metadata is another approach 👓. (click figure).
This the elucidation, a personal explantion on what I have experienced and learned. It is not part of the outer circle of 6 * 2 = 12 topics.
For a table of contents, generic references 👓,
Site contents, external references.
Adding to existing knowledge for doing ICT.
Business - Technology (SAM) revised.
The SAM was enhanced to SAME. That is the same as the AIM model (R.Maes).
Those nine squares of SAME an evolvement on the one with 4 squares. Using a classification in (6*3), eighteen squares the internal external segregation is added and mapped.
It fits nicely to the original nine quadrants.
Contents/ mindmap
Topics in the mindmap are placed by order of quadrants (figure with mapped links):
The quadrant 4 area´s:
Business (Internal)
- BPM - Business processes. What is going on.
- SDLC - Life Cycle of the processes. Including how to change.
- BIANL - Analytics, intelligence. What to change.
Technology (External)
- Data - Business information. On what does the business run.
- Meta - How to manage the business information, context.
- Math - Knowledge foundation, for how to build / develop.
The AIM 9 area´s:
Business (Internal)
- BPM - Business processes. What is going on.
- SDLC - Life Cycle of the processes. Including how to change.
Information (IM)
- BIANL - Analytics, intelligence. What to change.
Focus Internal processes
- Data - Business information. On what does the business run.
Focus internal supporting with external tools, external connections
Technology (External)
- Meta - How to manage the business information, context.
- Math - Knowledge foundation, for how to build / develop.
🤔 Thoughts: The AIM model uses three verticals, ordered: 1- business, 2- information, 3- technology.
Splitting up in two series of three verticals internal/external reverses the order: 1- business, 2- core activity (technology), 3- information. The information vertical is split up in internal / external.
⚠ The Technology (external supplied) and "devops sdlc" better indicated as " Core business - operational", using technology are easily mixed up although they have a very different position.
🤔 Thoughts: The AIM model is used by accountancy firms in advices to decrease staff, outsourcing operations capabilities.
💣 Outsourcing and breaking down core business activities just because it is technology and technology is no core activity is a bad idea for am organisation.
Those kind of bad ideas could be presented as smart by short term financial figures.
It doesn´t help when naming function roles what is intended to keep internal as "functional" and what is intended to replace outside the organisation as "technical".
Span of control, revised.
The span of control is direct related to the size of an organisation.
Another one related to that is level of control between micro management and self steering.
With the agile hype the expectations are that workers will show no need for being managed.
Single person working.
Having your own company as self employed, that is the jackass of all trades. The CEO CFO CMO, middle management and worker in realised one single person.
The theoretical levels are collapsing.
- Strategy, Tactics, Operations
Single person having a limted number of working staff.
The company is growing the boss is still the CEO CFO CMO, middle management and possible worker in realised one single person. There are others working for the boss.
The theoretical levels are collapsing but operations is getting diverted.
- Strategy , Tactics
- Operations
A small / medium sized organisation that is building up the management control in the tactics line.
It easily results in a complex structure of relations not cooperative silo´s working on their own.
The CEO with CFO CTO CMO (internal) are getting their fame by the power of control and dictating decisions.
Each of them having many responsibilities split up.
- Strategy
- Tactics (possible split in levels)
- Operations
Frictions positioning - choices
Frictions are growing at point where the flows in relationships voor communication meet each another in a contrary direction.
Having big circles wiht al lot of stations in the relationships problems caused by misundertanding confusion and diifferent targets.
With a growing number of involved people the size of circle needs adjustments.
In pictures where the small circle loops in the horizontals are not drawn:
| 2 levels |
| + Less frictions but a bigger circle. |
| - Every friction is more difficult. |
| + Hierarchical distance is small. |
| - more direct involvmentare required. |
| 3 levels |
| - More frictions in smaller circles. |
| + Every friction is less difficult. |
| - Hierarchical distance increases. |
| -/+ Direct involments can get avoided.. |
⚠ New problems by avoiding direct involvment:
- Lack of clear vision by everybbody on the goals the organisation has.
- The popping up of ideas of organisational goals that are made up by department or persons.
- Misunderstandings by ongoing activities as they were always done in that way. Not knowing anymore the real reasons why it was once started with that approach.
🤔 Thoughts: The AIM model is used by accountancy firms in advices to implement a dedicated IM (Information Management) vertical staff department.
It is the central position in the AIM figure information / tactics. In my mindmap there is no location for a single IM.
The idea of an IM is that ICT is too difficult to understand and/or to manage and this new IM staff will solve to burden in management.
💣 Creating the IM vertical staff and not having made clear all the activities are expected to fullfil by them will create a bunch of new challenges while not solving the old ones.
Core business - Administration.
Having ICT used for administrative core business activities makes what is technology to get bought external and what is technology belonging to the functional organisation more disperse.
The visible applications at the top are not possible without the not visible underlaying infrastructure. To have a stable robust situation that underlaying infrastructure must have a good condition.
Push into Pull system
Processing information using ICT is assembling parts of information into new information products.
The production orders are (push system):
- (I) this is the input.
- (A) Do some Deliver those as result.
- (R) Deliver those as result.
What is missing is those assembly orders is (defining the pull):
- (S) Plan and control what should be manufactured and at what moment for delivery.
Situation Input Action Result
In a figure:
It the same as
pdca shewart and to
It the same as
star soar
The product is from left to right (clockwise rounding top). The order of activities is a circular one.
The ordering system and preparations of condition fulfilment is right to left (clockwise rounding bottom).
External preparations are out of order in time in the circular product assembly flow (small bidirectional) . This requires a good plan and preparation to get it starting and keep running.
Numbering in a logical administrative way the corners for processing on the information storage points.
The partial process to complete are:
- 1 I-A Assemble input to a new product.
- 2 A-R Verify quality of the new product and prepare for delivery result.
- 4 R-S Control a new Request for processing.
- 3 S-I Plan new Request, check for inventory and processing capacity.
Process Focus, circular - linear.
The Push order of I,1,A,2,R is understandable.
The Pull request R,4,S,3,I,1,A,2,R looks strange. It is a mapping of a visible linear line on a circular one.
This strange reordering is not unique. In a 4 cylinder (in line) 4 stroke engine the fire order also is changing from the visible linear.
Fire order 1,2 is just for tw cylinder..
Fire oreder 4-3-1-2 is ( the same as 1-2-4-3) makes more sense because the request/result is shared between 2,4.
Activities of partial processes are spread in by time with some sharing in 1,4 en in 3,2.
🤔 Thoughts:
- Core operations is having the fundament of why it is an organisational goal. (7 w´s)
- Improvement of an existing process and existing process is complicated. Doing that by the ones that are running operations is a contradiction when it is not on obvious issues.
Complete new processing and complete new products are needing some distance, not too much, from those daily activities.
- Bianl and Data into new vertical looks to be the option for process improvement.
🤔 Thoughts:
- Bianl and Data into new vertical looks to be "IM: Information Management".
- Middle vertical line "Inspiring" keywords: meaning, interpreting, exploring, innovating, disruptive, welcoming the unexpected.
Excess ➡ chaos. Ideal: inspiring throug ordening. (R.Maes)
- Middle horizontal bar "Informing" keywords: structure, prescribing standardizing, binding, materializing, controling the unexpteced.
Excess ➡ standstill. Ideal: forming through ideas. (R.Maes)
Meaning of data metadata, revised.
Once upon a time the meaning of the data was a job with database design. Applications had to build in house.
Most commercial of the shelf applications (cots) are coming in with a database design describing a lot of data.
Organisations are looking of a suffciënt fit in those cots software with as little configuration programming as possible.
Relationships to core applications was and is strong.
Shift Internal to External.
Having core business applications processing defined with business rules there is the information processing as the "business application".
Describing the properties of a "business application".
- Business rules are possible realised a:
- data elements using generic code.
- by dedicated in house build code.
- Using business rules as data elements is requiring more complicated code. The code must be more generic handling a variety for logic by data elements.
- When business rules are defined by data elements than generic commercial application that are implementing that could be a good fit. ERP software is an example.
- Using generic commercial software (cots) assumes the "business application" is generic (not an unique situation) and it is no core business differentiator.
It is the easy assumption that cots applications are always cheaper and faster to implement for a business question.
That assumption is ignoring the question whether the quality "good" is appropriate for what is needed.
The result of that are very costly failures by long running projects.
🤔 Failing fast will decreasing damage cost but is no solution for the problem.
SDLC core application 1-1 relationship.
That relationship is very strong because:
- Only changing "code - data" for "relations in data - information" will give a very similar view on the view for using. The associated images here are an example.
- When doing a change in releases, the questions what to validate and who to involve are the same.
- When a business process is needed a change by involving new information, the both are to change in the same release.
- Building an on premise application: the role of a DBA managing metadata information an technical implementations is obviously very important.
🤔 Thoughts: Building on premise applications takes time, a lot of effort. Even when they started and build than a lot of commmon available building blocks will be used. Those building blocks are external components.
⚠ The Technology (external supplied) for building blocks in on premise applications or using cots with a lot of dedicated configurations are holding to old issues of:
- Defining a service level for the "business application".
When (days hours) it will be available for users and how it should behave. Behaving in response time expectations.
- Analysing impact for releases and planning those release with fall back plans.
- Analysing needed for capacity and doing performance analysis for evaluating and predicting the service level.
🤔 Thoughts: The AIM model is used by accountancy firms in advices to decrease staff, outsourcing operations capabilities. These operating capabilities are related to service levels.
Not defining service levels, support by releases and all that in a "best effort" quote, results into a lockin to the supplier.
💣 Outsourcing just because everybody else does it, going for the latest hypes just because they are hyping will miss the business case for why doing costlty changes
🎯 🚧 Almost forgotten again. Who has access to What (information) and When How and Why Where that is processed are important questions.
They are part, should be part, of describing the information. This is not an external responsibility it is internal core risk based related.
It is a never ending story of change and adjumstments.
Removing bottlenecks
Optimising work, seeing and understanding what is going on is what I do. The first project doing this was JST although I did not recognize it that way.
Seeing a ToC "Theory of Constraints" book. Reading the chapter "11 workplace bottleneck - eve" seeing a happy recognition.
The reference: 👓
The Bottleneck Rules (Clarke Ching)
A reaction on a review:
I´m so glad you liked the book ---- . It took a lot of work to write such a short book!
Technology usage, revised.
There is a lot of knowledge already there. The question is how to use that with trust.
Negotions are not only on technical issues but also on financials and other topics.
No matter whether it is on premise or a full externally run service the fundamental questions are not changing.
organisation goals - technical enablement.
There is a set of different focus points between running an organisation and helping an organisation doing their work with technology.
| Organisation focus |
| 1/ Financial, governmental, non-profit |
| 2/ Hierachical control line for activities |
| 3/ Legal requirements, social behaviour |
| Technoloy enablement |
| 1/ State of art technology |
| 2/ Managing and improving technology |
| 3/ information: encryption archive DR |
Frictions positioning - choices
⚠ The Technology that is to get in house for improvement and new products is often confused with the technology used at the core business line.
Dumping your core business out of the organisation doesn´t make any sense.
- Defining a strategy for improving your core business, possible by external parties.
- Improving processes was always confusing who is doing that and impact by a wrong advice.
- Advices that resulted in bad results are not impacting advisors (ICT advices).
Outsourcing product improvement activity vertical (IM) in images:
| 2 levels |
| + Internal contacts for issues. |
| - Frictions at external tech support. |
| + Better long term continuity. |
| - Possible missing tech developments. |
| 3 levels |
| - Every issue is an external order. |
| + No frictions external tech support. |
| - Missing Long term strategy. |
| -/+ tech development alignment. |
With the cost saving argument the easy mistake is that reduction in staff is lucrative. It is not about short-term cost saving.
New problems:
- IM improvement choice to outsource or not and to what level.
- IM improvement what is indespensable, must kept internal.
Buying technology external
With the shift from only in house build software into preferred externally retrieved software a lot has changed.
The position of Strategy Tactics Operations are also possible outsourced or repositioned.
- Operations, Tactics leaving strategy for someone else. Governmental situation.
- Strategy, Tactics completey outsourced product manufacturering (operations).
- Strategy, Operations are the self steering agile teams hoping on Tactics.
That assumption is ignoring the question whether the "Stratagy" is appropriate and what that is.
The result of that are very problematic failures in disfunctional organisations.
🤔 Failing fast will decrease short term impact but is no solution for the problem.
Technology building blocks.
Relationships are linear, because:
- Software building blocks are often having dependicies on each other.
- Several lines of building blocks each for a dedicated goal.
- Building up many lines could become something that is cots.
- Reverse is using parts of a cots elimnating not used lines.
🤔 Thoughts: The AIM model is used by accountancy firms in advice to Build an IM staff. The activities by IM that shoudl be in place are not well guided.
Avoiding the tree evils
That assumption is that avoiding overhead is the only evil to fight for achieving effective ethical lean processes.
The result of those ohter two evils is problematic failures and disfunctional organisations.
🤔 Failing fast will decrease short term impact but is no solution for the problem.
Lean Agile, Horse Sense.
A complete ICT environment is difficult by the variety of technology, difficult by the velocity of information, difficult by the volume to explain and communicate.
The less complex technology, information more easy and simple to explain and communicate it will be. Divide and conquer as strategy.
Choosing in ICT
The communcaton is already often forgotten, the used abbrevation IT Information Technology.
Working on the question of processing information is a diificult one. Left is the focus on Technology.
The result: missing insight on processing of information.
🤔 Failing fast will decrease short term impact but is no solution for the problem.
Lines of control & communication
For the Internal information model it is bsck on three lines like AIM, the ordering is new.
At the strategic level operations, core business, has a weak position.
At the routinisation, shop-floor, business and improvement are weak. However they are two parties against the strong operations, core business.
There could be more core business activities being in scope at an organisation. The are in the middle internal area.
Ideal would be a "esingle version of the truth" "single common shared goal". External suppliers deliviring what is needed to become better. This gives the following figure.
Lines of influence, internal external
In a more generic public approach there is no "single version of the truth" no "single common goal".
There are a lot of not coordinated actions for change or there is pathetic avoidance for change by bad experiences.
There are subtopics in the mindmap structure they god a structure according the following figure.
| Internal threats |
| - Management advice (analytics) as real leaders without being responsible. |
| - Personal positions (wealth, power, fame) as main hidden goals. |
| - unaligned changes by external influences. |
| External know how |
| * Practical available products having no clear alignment to theoretical science. |
| * High over theoretical science on far ends, missing sufficiently knowledge. |
| * focus on delivering technology instead of needed solutions. |
Contents mindmap
Topics in the mindmap are placed by order of quadrants (figure with mapped links):
Living ICT, can feel:
(I) - strictly controlled
(II) - luxurieus settled friendly
(III) - feel abandoned, lonely
(IV) - beautiful, full of uncertainty
🔰 An index contents is the counterpart of thsi page.
