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Introduction To Topic

Enterprise management is a proven strategy for getting more result for commitment in internal services. More result for the commitment is accomplished by changing the accountability – making internal services more accountable to their customers, which leads to customers getting better value for their money. The new accountability is achieved via different “DNA:” different structures, incentives, and funding. Enterprise management is built on a different foundation. Traditional internal service designs and reforms over the decades have swung between centralized approaches and decentralized approaches. When the pendulum is “centralized,” users tend to focus on that mode’s flaws – lack of customer responsiveness, one‐size‐fits‐all, rigidity, and hierarchy – and advocate for more decentralization. And build “shadow” systems in user departments so they can “work around” and otherwise compensate for the flaws. Once swung the other way, observers decry the flaws of decentralization – fragmentation, wasted opportunities for economies of scale, inconsistency, and “have‐and‐have‐not” agencies – and demand re‐centralization. Accompanying funding mechanisms also seem to each generate their own