23 Let me start by offering this definition of governance which is a synthesis of those offered by others in the field. Governance is the process by which government, business and civil society organisations gain, exercise and maintain power in relation to individual end-users/citizens and their physical, social and cultural environments. Modern means of transparent communication are making present governance approaches obsolete. Since the Industrial Revolution, organisations have developed top-down, hierarchical, command and control governance arrangements in a climate of slow, uncertain, incomplete and often secretive communications to meet mass markets of relatively uninformed individual end-users/citizens in independent nation states. These governance arrangements are dominated by managers so the situation is sometimes referred to as the managerial economy. Bullying, corruption, poor accountability, poor acceptance of responsibility in organisations, poor stakeholder engagement and lack of transparency are possible in this sort of economy and are tolerated as being competitive ways of gaining, exercising and maintaining power over people and their physical, social and cultural environments. The cooperative and creative potential of most human beings is seen as inferior to the ultra-competitive nature of some people.

24 More generally, because of the influence of these top-down organisations over our lives, value and wealth generation are regarded as residing in the products and services supplied by them rather than in the end-users/citizens who generate demand and can now readily express it. This has inhibited sustainable improvement in the lives of many because it has valued production and distribution (supply) at the expense of physical, social and cultural environments and the potential for cooperation and creativity in each individual.

25 This is no longer the most efficient, effective and competitive way to organise because supply responses from such organisations can not keep pace with the demand changes of a rapidly increasing number of informed end-users/citizens with access to world-wide, comprehensive and fast communications. End-users/citizens, for whom the organisations exist, have become alienated from the organisations. It is time for existing business, government and civil society organisations to change and for new enterprises to adopt a governance approach tailored to the realities of an emerging distributed economy.

26 As a result of thinking integratively about the difference between what we have and what we want, Douglas Integrative Governance 247 (DIG247) offers a new bottom-up  federated approach to governance for existing and start-up organisations which want to survive, adapt and prosper by meeting 24/7 the sustainable needs and wants of individual end-users/citizens in balanced ways which benefit both parties and their environment. It offers a way of re-humanising connections, relationships and interactions. It is governance for the emerging distributed economy.

27 In short, DIG 247 is about helping organisations employ fully the integrative capacity of individuals to ensure the organisations are stable enough to meet efficiently, effectively, competitively and sustainably the needs and wants of end-users/citizens while remaining adaptable enough to self-organise to meet changes in those needs and wants. Within and among organisations of all sorts DIG 247 provides an essential ingredient for sustainable successful connections, relationships and interactions – a common basis for communication.

28 By a happy coincidence, DIG 247 is aptly named because it is based on digging deep into the roots of individual and organisational behaviour in a world where end-users/citizens are expecting their demands to be met any hour of every day (24/7). Also, these governance policies incorporate well-known understandings that two heads are better than one, our limited short-term working memory is for four items plus or minus one when processing other information and seven is the optimum size for a decision-making group. Because we all have limited short-term working memories, acronyms are used  throughout DIG 247 material to help people remember it and help trigger connections between it and other information relevant to the situation being considered when applying DIG 247. DIG 247 was arrived at by my applying NEW IT to what we now have and what we want as regards governance.