The BTM Framework defines the objective dimensions of decision-making required to bring business and technology together.  It covers the required four dimensions – process, organization, information and technology.  It assumes that the professionals inhabiting the organization dimension are competent to discharge their roles, in fact, it relies on the assumption that these individuals hold their jobs precisely because of their experience, judgment and decision-making skill.

Unfortunately, that assumption does often not hold, “you can lead a horse to water, but you can’t make him drink”.  A company can implement the BTM Framework in every detail, but still show inferior results – because the individuals that execute the Framework are not ready for it.  While this can be addressed through education and training (which are a part of the BTM implementation methodology), it’s also true that certain types of individual characteristics can be inherently more successful in a BTM Framework environment.

This connection between Individual Capability and BTM Capability is one of the areas I’m currently exploring.  My current thinking revolves around Spiral Dynamics and it’s concept of a MEME, especially when it is viewed through a leadership lens.  MEME’s explain much about organizational culture (see the following table for a brief introduction, for more see “Spiral Dynamics” by Don Beck and Chris Cowan) and the personalities that create and sustain them – and ultimately change them.

BTM, especially at level 5 maturity, requires more than the POIT dimensions to be in place.  Level 5 is an intelligent system, rapidly moving and adaptable, able to sense and respond to its environment.  This is clearly not a command and control approach.  In Spiral Dynamics terms, this is a GREEN or higher MEME.  Many organizations, however, function at ORANGE or lower.  Therefore, in Spiral Dynamics terms, the dominant organizational MEME must evolve as BTM maturity increases.  Triggering – and managing – this evolution is one of the great challenges of modern business management.

I believe that attempting either alone is harder than doing both together – that BTM maturity and MEME evolution are mutually reinforcing.  The external system (BTM Framework) supports and guides internal growth (MEME evolution), and vice versa.  It doesn’t matter which goes first, what does matter is that the work is organized to take advantage of the mutually reinforcing constructs within each.

An example is the impact of the emerging business elite.  There is evidence of an emerging business model which is attracting a new level of business elite.  As traditional enterprises grow, they shed experienced, talented professionals who have the skills and capability to create – these are tomorrow’s entrepreneurs.  A couple predictions:

  1. New business models can attract the elites
  2. Elites are emerging from all parts of the globe
  3. Elites have already been successful in the traditional business world, but are seeking more (and not just material rewards, though that’s part of it).  But they are open to, and likely seeking, working with other elites
  4. They depend on technology, in fact, technology is part of the fabric of their world view
  5. Their similar world views (probably GREEN, YELLOW or TURQUOISE MEME’s) naturally draw them together
  6. Social networks will play a major role in the elite business model

Future blogs will explore quantitative metrics of the subjective dimensions, i.e., how to measure individual and organizational MEME’s and well as explore some examples of the emerging business elites.  I invite comments and suggestions, especially If you have examples of MEMEs and how they impact organizational evolution and the development of the “elite business model” (which needs a better name).

Spiral Dynamics MEME’s (individual viewpoint, from www.spiraldynamics.org )

BEIGE as natural instincts and reflexes direct; automatic existence

PURPLE according to tradition and ritual ways of group; tribal; animistic

RED asserting self for dominance, conquest, and power; exploitive; egocentric

BLUE obediently as higher authority and rules direct; absolutist; conforming

ORANGE pragmatically to achieve results and get ahead; multiplistic; achievist

GREEN responds to human needs; affiliative; relativistic; situational

YELLOW build functional niche to do what one chooses; existential; systemic

TURQUOISE experiential to join with other like thinkers; holistic; transpersonal

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