Bridging the Gap

I've written previously about BPM Governance and you'll see some more on this from Lombardi later this Spring. The parallels between work being done to understand and implement BPM Governance and the work being done to understand and implement governance in emerging countries is strong. Both represent big changes because in both cases, entire populations (employees in one case, citizens in another) need to understand their "new democracy." BPM isn't "top-down," and it's not "middle-out" or "bottom-up." It is simply, and complexly, democratic.

Therefore it was with interest that I received a pre-release copy of a book from Chris Anderson, the curator of TED. It's a book by Jacqueline Novogratz, founder and CEO of the Acumen Fund, and in the book she tells many stories about her personal journey into social entrepreneurship, and we learn another bit or two about how people behave, which helps us understand how they can and will govern. As we look to BPM as a way to manage business in an interconnected world, these first-hand stories are invaluable.
Whether or not you see the parallels as I do, this book tells some interesting stories, and is both thought-provoking and insightful without yelling. Not a small thing.

   

Here's a video of Jacqueline talking about her book The Blue Sweater: Bridging the Gap Between Rich and Poor in an Interconnected World, as recently posted on McKinsey Quarterly's web site.

And here's a link to the book on Amazon.

BPM Governance

Comments

[Anatoly Belychook]

Phil

Your series of posts about BPM governance is excellent. It's often stated that BPM has two dimensions: management and technology. But there is the third one - organizational principles specific to BPM. Thank you for putting it so clearly.

But do you really need this political analogy? Do you want BPM to be associated with such an example of "new democracy" as Iraq and specific kind of "governance" used to establish it?