Thinking about infrastructure
Given that we need a resilient, well-structured, flexible framework to facilitate easy contributions from staff, contractors and collaborators whilst supporting our agile approach and minimising administrative overheads, what are my primary considerations? While framework and processes are specified to the extent that is possible at the moment, I need to be confident that they’re fit for purpose, sufficiently resilient and flexible enough to accommodate change and that they don’t add anything unnecessary to the enterprise.
Everything needs to be established and tested before more people join our fledgeling social enterprise. I’m telling you from previous experience that it is desperately hard to introduce properly agile principles to an organisation built from people with years of expertise in sectors that are still resisting them blindly. I’m building DanceGRiST to ‘be the change’ so that’s part of what we must do. Since we can ill afford the inertia that changing after they’ve joined will bring. I need to build flexibly agile principles, administration and a minimum of control into the organisation, in advance.
It’s worth saying that again. Business-as-usual needs to facilitate creative thinking while changing the old-guard habits, with a minimum of administrative overhead and good corporate governance while working within those constraints.
It’s not the care required that surprises me, but that I’m second guessing myself.