Enterprise Coherence Governance

In this book it is shown that in over 80% of enterprises there is a lack of explicit governance of their coherence with the consequent failures of change the emergence of sub-optimisations the divergence of enterprises and so on. Assuming that the overall performance of an enterprise is positively influenced by proper coherence among the key aspects of the enterprise including business processes organizational culture product portfolio human resources IT support et cetera the lack of explicit coherence governance is deplorable. In this book control instruments are proposed to make an enterprise’s coherence explicit to govern the coherence as well as to measure enterprise coherence governance. The developed control instruments provide an integrated approach to solve actual business issues. Too often solutions of important business issues are approached from a single perspective. In mergers for example whose success rates are deplorably low the ‘due diligence research’ approximates the merging parties often only from the financial perspective. Also in these type of studies the control instruments provided in this book may be of significant value.