Coherency Management and Organizations

Coherency Management is about optimizing how organizations are doing their business. This means that employees and managers have to work together in a different way and eventually has an impact of how the organization performs.

The main factor for and against change is the organization culture which means that the members of the organization (employees and the managers) will play a crucial role.

If the the employees and the managers aren’t won over to believe in the changes which are needed to enable the enterprise architecture then it is very likely that the projects (generated by the continuous Coherency Management Project ) which needs to be implemented will fail and the stakeholders paying for the projects will grow discontent.

However it is not always that easy to win over the guiding coalition in any organization which means that the Coherency Architect has to think about communication and lobbying within the organization. This should has to be dealt within the “Coherency Initiation Plan”.

As many CIOs, project managers and middle managers are aware of then the different stakeholders have different perspectives on how the project(s) should be developed and later implemented. In an organization characterized by conflict then opposing factions might even try to sabotage the system to make the guiding coalition (or elements of the guiding coalition) look incompetent. It is therefore very likely that some of the stakeholders within the organization might try to sabotage the project.

In any war it is desirable to act to outsmart the enemy and therefore the Coherency Architect would need to develop a plan which needs to detailed information on how to communicate with the stakeholders and how to win over the trust of the guiding coalition. In any case it is a necessity to communicate on the progress and the victories the coalition the Coherency Architect is guiding.

John P. Kotter developed his framework on how change often fail of which one of the points was the communication often lagged and those who was in charge didn’t really invested their efforts in to the change project by allowing the other coalitions to do their tasks as they did in the ‘god old days’ which means that the anticipated results never would be achieved and in the long run the change effort would fail.

The “Coherency Initiation Plan” should include a tactical and operational plan on who to win over and who to negotiate with about the coherency project portfolio and not to mention how to include the employees and managers in the plan; however it is of great importance that the stakeholder analysis and the communication plan includes issues of how to communicate to the stakeholders and how to cope with winning over the guiding coalition to support the Coherency Program Portfolio.


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