Technologically, the digital future is here. Socially, digital connectivity impacts our everyday lives. Institutionally, the digital future is grossly inconvenient. It’s changing fast. Faster than organisations think, and faster than institutional connections and processes change.
Old ways of thinking and old ways of working cannot contend with the scope, scale, and pace of digital technologies as they seed through all strata and elements of society. At best, people are left behind. At worst, they’re dying waiting for the transformational change in our institutions.
At a time when institutions struggle to keep pace, the opportunity arises for systems engineers and systems engineering to shift the institutional approaches to change. More than agility, institutions require an integration of diverse ways of knowing, thinking, deciding and learning geared to the institutional context and the social value they add.
Panelists from Australia, US and Great Britain have varied backgrounds to explore the practicality and challenge of integrating systems engineering into institutional change and transformation programs, considering how systems engineering itself must continue to evolve to contribute leadership and guidance for sustainable development.
To this end, the panel will:
• Consider the institutional challenges in staying relevant in a fast-changing ecosystem of technological, social and political change
• Explore the capacity for MBSE to develop, maintain and evolve a model of enterprise worthy of satisfying the Conant-Ashby “Good Regulator Theorem” – Every good regulator (and leader) of a system must be a model of that system, despite the combinatorial-explosion of systemic risk factors.
• Explore ways of decision making in turbulent times that assure relevance, timeliness, and action
• Explore ways to institutionalise learning within the living fibre of the enterprise to evolve the model of enterprise by connecting the agency of individuals with the social agency of the enterprise in ways that manage systemic risk.