If the network is like the human body (and it is), the question now becomes how to embrace the inevitable forces of change and harness the possibility and power of co-evolution. There are critical questions to ask related to the mechanics of change that drive co-evolution:
From a process point-of-view, harnessing co-evolution requires a conscious effort to understand the change and make it an ally, because ultimately change is driven by the business environment. Processes such as the following become necessary:
It is obvious that these process and capabilities are the foundations for creating an intelligent network. There are more processes and each requires some explanation. They will be discussed as these blogs continue. If these tasks seem daunting, just remember that handling problems that come as a shock, and then explaining them to senior executives provides a much worse feeling. Remember the world class athlete: they are relatively few, excel on the world stage, and for the most gifted, there is the Hall of Fame. After all there is no need for the Hall of "They Tried-but...".
Sheppard Narkier
Chief Scientist and co-Founder
Adaptivity
sheppard.narkier@adaptivity.com
Tony Bishop is CEO, Adaptivity. He'd previously served as SVP and chief architect of Wachovia's Corporate Investment Banking Technology Group, where his team earned numerous awards for its SOA and utility computing infrastructure. Tony has 19 years' experience and is the recipient of 40 under 40 Most Innovative IT Leaders, Premier 100 IT Leaders as selected (by ComputerWorld in 2007) and a member of Wall Street Gold Book 2007.
Sheppard Narkier is chief scientist and co-founder of Adaptivity. Prior to that, he was head of software portfolio management and IT governance for the Wachovia Corporate Investment Banking Technology Group. Sheppard has more than 29 years of experience in the IT industry. He focuses on cost-effective IT systems and is an acknowleged expert at reusable components (frameworks, programs, architecture), the realtime enterprise, SOAs, messaging and legacy system integration.
Intelligent Network Computing archive.
The opinions expressed in this Weblog are those of the writer and may not represent the opinions of Network World.
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Very True
Sheppard, agree with the analogy of network to human body and looking forward to the additional blog entries. One aspect of this analogy that has always resonated with me, because of my industry most likely, but the idea that you need to 'exercise and train' the network (and your body) for maximum performance. This aspect certainly fits under a few of your bullet points.
--Kyle
True but..
What if your conscious (the top manager) doesn't understand, is lazy, thinks it is too costly or too much work, etc?
This is a good article but, I think, it takes granted that someone wants really manage the change and sees the benefits? See the obesity, the attitude against preventive health care, why so many love prepared food instead making fresh, how much they really know or care, etc. Maybe the explaining to senior executives should be done first, maybe then, if they agree, it will be easier?
The funny thing is that I still have a paper from 70's where all these (and other) points were under capacity with a title "The capacity planning to do business"? We did put it together in our monthly "user group" meetings. And yes, we also took granted that our senior executives would understand - sorry, they didn't, some never!
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