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Partly, I suspect, because the image of a mesh is so striking and visual, many people expect it to be a physical thing.
While there may well be physical aspects (for example tools and controls), the management mesh essentially is a management system.
Every strand in the mesh represents a resource or capability, an enabler or constraint.
Some of these are internal to the organisation (culture, staff, existing infrastructure, best practice competence), some are external (Legislation, Suppliers, emerging technology, emerging best
practices). A management mesh exists when an organisation has a systematic approach to identifying and, where appropriate, exploiting each resource, capability or other enabler while applying or addressing the constraints.
The operation of the mesh is driven by clearly defined Service Management principles which articulate stakeholders needs. For example, the need to be flexible, nimble and responsive in offering new services and products to the consumer base. Ultimately, this principle might lead to an Agile, fail early recover quickly, type approach being taken for these services.