The “How”

The justification for embarking upon an organizational development effort (i.e. to work on the business), which determines the resources and priority allocated to the breadth (the “what“), depth (the “how“) and the urgency (the “when“) of delivering a solution. The “why” is often driven by a combination of stakeholders, including functional practitioners, visionary practitioners and…

What we mean with we refer to “working IN the business…”

Contributor of knowledge and expertise focused on detailing and defining functionality for the fashioning of technology to solve real-world problems. These practitioners are known to focus on the “what” rather than the “how.”

The timespan between the moment that a need has been defined for a human endeavor (the “what“) and the moment that technology has been fashioned (the “how“) to serve that endeavor. The “when” is most often executed by sequential practitioners.

Future cost associated with past-and-present shortcuts taken from a functional perspective, including lack-of-investment in: sufficient analysis of business risk, change management, business rules, process modeling and full understanding of customer needs Manifests as a cost in the present, beared by functional practitioners, the payments of which come in the form of limitations on innovation and…

Effort focused on analyzing a sought future state or outcome and then evaluating, reasoning and selecting the potential way(s) that this outcome could be reached. This type of effort requires a analytical cognitive context for a person developing the outcome while working alone; and entails participation in collective reasoning and decision-making rituals when working as…