Elements of a Self-Evolving Organisation – Nature & Characteristics

(This is 1st article in the Series leading The Self – Evolving Organisation, conceptualised to help Organisations to improvise their performance and journey to fulfilment)

Post proposing the Brew Framework for Enterprises, The Brew came to a realisation that though the elements of the Framework, its Macro – Capabilities are responsible for the success of the Organisation, it falls a bit short of giving us an understanding of the kind of Organisations who are able to harness and build these macro-capabilities in to drivers of growth.

And hence if The Brew Framework underlines the critical success factors of Organization’s growth, this part of The Brew’s research outlines the Character and Qualities innate to the Organisation, which will help germinate and proliferate the macro-capabilities for the Org.

The Brew will be borrowing concepts of from Physics, Cosmos Science and from the Super – organism structures like Bees, Ants to understand and develop the concept of a Self – Evolving Organisation.

A typical Organisation componentially consists of Elements, Networks and Frameworks; Networks are basically of Information, Knowledge, Communication and Value Stream, whereas the Frameworks consist the macro parameters of the Org, its ethos, purpose etc. The Critical Success Factors of Networks are Connectedness, Speed, Contribution, Responsiveness, and Adaptiveness. The Critical Success Factors of Elements are Contribution, Autonomy, & Decision Making. However, Organisation to control the flow of the networks and behavior of its Elements, then have an add-on of Structures. It however, depends on what role the structure is required to play in organization, it might play the role of a Network, or of Elements, or a Combined Role, thereby with the intention of improving the Efficiency and Efficacy of the overall system.

Here is where, The Brew would like to introduce few systemic traits that govern its formation, borrowed from the cosmic theory of formation of universe.
a) Entropy:
Entropy is the degree of disorder or uncertainty in a system; it possibly is a nature and a state of its elements.
Entropy counts indistinguishable arrangements of a system; Disorder is more probable than order because there are so many more ways of achieving it. Thus coins and cards tend to assume random configurations when tossed or shuffled, and socks and books tend to become more scattered about a teenager’s room during the course of daily living. Entropy, with respect to humans, is the natural way of response to various stimuli of information, peers, activities and work.

b) Smoothness: Smoothness is the flow, the state of which is Opposite of Entropy. It basically pertains to things being in a pattern of order, rather than a chaotic state of existence. Smoothness is a consistent flow of energy. Similar to entropy, Smoothness as well resonates with high and low levels of energy. Smoothness is the index for efficiency and efficacy of Networks

c) Flow of Energy: The Flow of Energy is usually from a High-energy point (source) to a Low-energy point (receptor), to enable a functional system with its elements representing varied states, of being entropic to smooth.

d) State / Level of Energy: High Entropy refers to high state of energy, and holds true for its opposite as well, and High Smoothness refers to High flow of Energy, whereas Low Smoothness refers to Low transfer of energy. Both, Entropy and Smoothness require Energy, in varying quantum to amplify their presence and effect on the systemic workings.
Putting these variables in the context of Organizational dynamics, of Elements, Networks and Structures, these variables definitely exhibit entropy and smoothness in varying orders set in the context of objectives.

It has largely been seen that Organisations put high emphasis on Structures with the motive to get to a state of Smoothness, which basically is by defining norms, hierarchies, motivations etc for Elements and Networks by fitting them in defined patterned behaviors. Similarly, the levers of Entropy, predominantly, autonomy, decision making are left to the discretion of certain pockets in this smooth structures, resulting in artificial creation of high level of energy which flows to its lower levers through choked networks for its sub-optimal deployment and execution at the Elemental Level.

The Brew feels that this is where the anomalies of thoughts and perceptibility exist. Subsequently, increasing the vulnerability to externalities.

For that matter, a lot of Orgs as well keep tinkering with the Structures to increase its Entropy more so in the Controlled and Predictable manner, with the hope of improving system effectiveness and efficiency. The ignored caveat, being if the structures go smooth, the vivaciousness and entropy of its elements along with collective agility will go dead.

The most ideal state for an Organisation is having high entropy in elements and high smoothness in the networks. With its attainment, the structures can certainly be taken off from the system, as the elements and networks are highly responsive to each other (with certain prerequisites of Frameworks, Contexts etc defined in the system, as discussed in the Self – Evolving Organisation Brew), similarly, a low entropy in elements and low smoothness will require a heavy structure playing a compensating role for both. The Structures will as well be necessary for other combinations of high entropy elements – low smoothness in networks and vice versa, with structure playing relevant roles to compensate for the lower indexes.

The Brew theorizes the incapability of the structures to enhance or contribute meaningfully to value creation, rather, Organisations need to focus on its Elements, which are of highly entropic nature availing them with autonomy, decision making, and Ensure the Smoothness in Network of Information, Communication, Knowledge and Value Creation to enable a high speed – high contribution structure-less system. The Structures are left redundant when the Networks are made smooth with high connectedness, speed, contribution, responsiveness & adaptiveness of its information, knowledge, comm. and value creation, along with distributing the choice and intuition paradigm to its elements to allow disorder to growth.

Structures are basically a Management Invention to enhance the Speed and Contribution, but highly mistaken as elements of value creation rather than value enhancement of the Organisations but the Organizational paradigm changes when Management itself is distributed at the source of value creation level paving way for higher value enhancement for all.

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