The Transformation domain is made up of many parts. These
parts are in constant motion and all are trying to do the best that they can.
Even if those parts start off being synchronised and working together, over
time they tend to become de-synchronised and in some cases even start working
against each other.
None of the parts want to work against any other part but
the context they all work within does not tend to lend itself to helping the
Here we see the results of two experiments run by the Ikeguchi
Laboratory in 2012 and 2013. A number of metronomes (32 or 64) are placed on a solid
platform. Since there is something that is rigidly connecting the metronomes
together you might think that this will help them synchronise. When we think
about this in the physical world it is immediately obvious that just placing
the metronomes on a common fixed surface will not cause them to synchronise,
for while they are all “connected” there is no “communication” between them.
This fixed surface can be thought of as the Governance that
is performed during Transformation. Governance is the thing that we try to use
to keep all parts joined up, synchronised, working toward a common goal, and
connecting strategic intent to the changes that are ultimately deployed. But
since governance is not a physical thing, it is not obvious that this alone
will not work - although everyone expects (hopes) it will.
However, while the fixed surface (Governance) is definitely
required, the key to synchronisation is Lobbying.
Lobbying is a subtle feedback loop, represented here by the
fact that the fixed platform (Governance) is suspended. This suspension (Lobbying)of
the platform (Governance) allows the platform itself to move slightly, and it
is this (almost imperceptible) movement that causes the metronomes to
synchronise. There is no outside force doing the synchronising, Synchronisation
occurs because the metronomes collectively synchronise themselves.
It is this feedback loop (the suspension of the platform)
that is akin to Lobbying. Lobbying allows just enough “give” in the system (and
reduction of friction) to allow Governance to work effectively, keeping all the