A Semantic Model of Enterprise Change
This article’s title is taken from the linked document further below. While the title names the topic, the real subject is a distillation of language used to describe the scope and configuration of change managed at the enterprise level. Its goal was to find a way to drastically reduce the vocabulary necessary to model managed change, and to have the model be far more intuitively familiar.
Mainly a set of diagrams, the discussion asserts that enterprise change is an alignment of three independently viable dimensions of decision-making that must negotiate their influence on each other from a shared point of view. The “semantic” aspect of the assertion is in the naming convention that it presents; the use of the convention intends to convert the morass of apparent complexity in discussions about change into a small number of simple responsibilities that account for actions and effects.
Reminiscent of deep structure in linguistics, the approach excavates underpinnings that are fairly universal, can be tested logically and empirically, and systemically accounts for varying articulations and versions things without carve-outs necessary for misfit exceptions.
Readers familiar with Theory of Constraints, Lean, CoBIT, Agile, Design Thinking, ITSM, Disruptive Innovation, and many other views will recognize where those efforts fit on the map of the basic picture presented. The most basic familiar issues are also mapped.
See the full walkthrough here.