Healthcare Reforms

by Richard Veryard
There are two interesting aspects of the attempted reforms of healthcare in the UK and elsewhere: the muddled notions of power to the edge embodied by some of the proposals, and the repeated attempts to enact similar reforms over the past thirty years.

Must we fall into the vortex?

by Philip Boxer
A turbulent environment is one that has a life of its own that can no longer be ignored by the organisation, i.e. it becomes asymmetric in a way that cannot be ignored. A vortex is what happens when organisations are not willing or able to adapt to this environment – they continue to ignore it, not because it is not there, but because they have no way of responding to it.
Must we then fall ultimately into this vortex? It depends on whether we can find it within ourselves to take up the double challenge these environments pose to our identities.

Managing over the whole Governance Cycle

by Philip Boxer
It is the personal nature of the response to the customer that distinguishes taking power to the edge of the organisation. It used to be possible to rely on ‘free’ market processes for creating such innovations, but in the 21st Century the whole cycle has to be managed. This presents those leading at the edge with a double challenge, but it also presents business leadership with the need to develop a capacity for asymmetric governance.

Power to the Edge

by Richard Veryard
Power to the edge is about changing the way individuals, organizations, and systems relate to one another and work.

  • empowerment of individuals at the edge of an organization
  • adoption of an edge organization, with greatly enhanced peer-to-peer interactions.
  • moving senior personnel into roles that place them at the edge