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In a recent Time magazine article, “A Star is Born”, the process of using Fusion versus Fission to create energy was analyzed and evaluated. For decades, the process of Fission (splitting of the nucleus of an atom into smaller parts) has been used in nuclear plants to produce energy. Now, science and research has progressed to the point that Fusion (the merging of atomic nuclei) is now being perceived as a possible replacement for producing energy within the next decade or so.
This would be an amazing evolution. Fusion doesn’t produce radioactive waste, generate CO2 emissions, deplete earth’s natural resources, or cause harm to the environment. The commercialization of Fusion energy would be a breakthrough for mankind, much like powered flight or landing on the moon. Mankind would have an unlimited source of power, just like the sun.
Like the production of energy, organizational governance is also evolving. As far back as the pyramids, organizational governance has been practiced by splitting work activity into management oversight functions and departments. By doing so, planning, monitoring, and controlling of work activity is easier and if more governance is needed, functions and departments can be split into even smaller segments.
This historical approach to organizational governance is changing. Segmenting work activity into functions or departments is evolving into using value stream and project management to facilitate collaborative, synergistic identification and completion of work. A fusion of stakeholder thought, communications and behaviors is now needed to meet the fickle quality expectations of customers.
As marketplaces become more global, customer-driven, complex and ambiguous, fusion has become the governance mantra for management communities. Planning, monitoring and controlling work must be more than just optimizing resource utilization and assuring reliable delivery of products and services. Today, governance practices must innovatively add value and maximize potential as well as deliver reliable products and services.
As a result, management communities can no longer use only their personal experience and expertise to lead and govern a function or department. Now, management communities are expected to use system logic, matrix communications, collaboration, and work management processes to produce synergistic work outcomes based on leveraging stakeholder strengths and talent.
Like a big bang explosion, organizational governance practices are quickly changing. “Fission” governance is being replaced by “Fusion”. Managers are being required to unite and synergize human resource thought and action, not split human resources into functions and departments that encourage silos of defensiveness and instill inflexible work habits.
To achieve marketplace success, contemporary managers must create and sustain continuous learning organizations that can meet customer demand for adaptable, flexible service and product delivery. They must be globally focused and governed so that human and capital resources are constantly fused into a synergy of thought, learning, innovation and action. By doing so, these organizations can possess a sustainable competitive advantage and achieve long-term growth and profitability.
INNOVA Group is a business consulting firm, in business since 1986, specializing in Leadership Development, Project/Process Management, and Organization Development. http://www.innovagroup.com