This page describes the organizational forces that limit change.
It explains how to overcome
them when necessary.
This page uses an example to illustrate how:
- A business can gain focus from targeting key customers,
- Business planning activities performed by the whole organization can build awareness, empowerment and coherence.
- A program approach can ensure strategic alignment.
This page uses the example of HP's printer organization freeing
itself from its organizational constraints to sell a printer
targeted at the IBM pc user.
The constraints are described.
The techniques to overcome them are implied.
The constraints are described.
The techniques to overcome them are implied.
Responding successfully to opportunities while limiting key uncertainties
Summary
First describes the dynamic nature of any complex adaptive system ( This web frame explores very
significant example real world complex
adaptive systems (CAS). It explains how the examples
relate to each other, why we all have trouble effectively
comprehending these systems and outlines the items we see as key
to the system and why. By understanding these summaries
you can better frame the interdependencies of important events
such as war in Iraq, new iPhone releases or a cancer diagnosis and see how
they are impacting you.
CAS). It then introduces the broad effects of change which includes opportunities and risks, is an assessment of the likelihood of an independent problem occurring. It can be assigned an accurate probability since it is independent of other variables in the system. As such it is different from uncertainty.
/uncertainties is when a factor is hard to measure because it is dependent on many interconnected agents and may be affected by infrastructure and evolved amplifiers. This is different from Risk. .
As a CAS grows opportunities become undermined so they must be acted on quickly.
Uncertainties are also transformed and relayed by the dynamic network. In particular the recombination of current and new ideas brought in from the network is discussed.
The dynamic nature of a CAS
The This page discusses the effect of the network on the agents participating in a complex
adaptive system (CAS). Small
world and scale free networks are considered.
network of Plans are interpreted and implemented by agents. This page
discusses the properties of agents in a complex adaptive system
(CAS).
It then presents examples of agents in different CAS. The examples include a computer program where modeling and actions are performed by software agents. These software agents are aggregates.
The participation of agents in flows is introduced and some implications of this are outlined.
agents that makes up a complex
adaptive system (It then presents examples of agents in different CAS. The examples include a computer program where modeling and actions are performed by software agents. These software agents are aggregates.
The participation of agents in flows is introduced and some implications of this are outlined.
This web frame explores very
significant example real world complex
adaptive systems (CAS). It explains how the examples
relate to each other, why we all have trouble effectively
comprehending these systems and outlines the items we see as key
to the system and why. By understanding these summaries
you can better frame the interdependencies of important events
such as war in Iraq, new iPhone releases or a cancer diagnosis and see how
they are impacting you.
CAS) seeks out and
transforms resources. Using a variety of distribution
techniques agents attempt to gain access to different This web page reviews opportunities to find and capture new
niches based on studying fitness landscapes using complex
adaptive system (CAS) theory.
environmental niches with the aim of
finding, capturing and exploiting resources. The growth
rates of agent populations potentially increase exponentially
when there are abundant resources. However, population
growth and supply perturbations, as induced by This page reviews the catalytic
impact of infrastructure on the expression of phenotypic effects by an
agent. The infrastructure
reduces the cost the agent must pay to perform the selected
action. The catalysis is enhanced by positive returns.
infrastructure amplification, mean
that resource availability is likely to vary with time. Change adds opportunity and risk
Change can introduce opportunity and risk, is an assessment of the likelihood of an independent problem occurring. It can be assigned an accurate probability since it is independent of other variables in the system. As such it is different from uncertainty./uncertainty is when a factor is hard to measure because it is dependent on many interconnected agents and may be affected by infrastructure and evolved amplifiers. This is different from Risk. into a CAS. The effect of change cascades around the network of adaptive
Plans are interpreted and implemented by agents. This page
discusses the properties of agents in a complex adaptive system
(CAS).
It then presents examples of agents in different CAS. The examples include a computer program where modeling and actions are performed by software agents. These software agents are aggregates.
The participation of agents in flows is introduced and some implications of this are outlined.
agents. The scope of
change is large. The environment varies over time and
space. The It then presents examples of agents in different CAS. The examples include a computer program where modeling and actions are performed by software agents. These software agents are aggregates.
The participation of agents in flows is introduced and some implications of this are outlined.
This page discusses the physical foundations of complex adaptive
systems (CAS). A small set of
rules is obeyed. New [epi]phenomena then emerge. Examples are
discussed.
rule base
generating the agents can change. Resource availability
can change. Agent capabilities can change. Plans emerge in complex adaptive
systems (CAS) to provide the
instructions that agents use to
perform actions. The component architecture and structure
of the plans is reviewed.
Schematic plans will change due to the
action of Plans change in complex adaptive systems (CAS) due to the action of genetic
operations such as mutation, splitting and recombination.
The nature of the operations is described.
genetic operators and
selection pressure. The agents in complex adaptive
systems (CAS) must model their
environment to respond effectively to it. Samuel
modeling is described as an approach.
Models and
valuations will change as agents respond to Agents use sensors to detect events in their environment.
This page reviews how these events become signals associated
with beneficial responses in a complex adaptive system (CAS). CAS signals emerge from
the Darwinian information model. Signals can indicate decision summaries and level of
uncertainty.
signals from the environment, their
own operations and other agents. For a product business significant changes demand re-evaluation of
This page looks at schematic structures
and their uses. It discusses a number of examples:
As a working example it presents part of the contents and schematic details from the Adaptive Web Framework (AWF)'s operational plan.
Finally it includes a section presenting our formal representation of schematic goals.
Each goal has a series of associated complex adaptive system (CAS) strategy strings.
These goals plus strings are detailed for various chess and business examples.
plans and value judgments to
enable the executives to adjust the business and designers to
reflect any changed - Schematic ideas are recombined in creativity.
- Similarly designers take ideas and rules about materials and components and combine them.
- Schematic Recipes help to standardize operations.
- Modular components are combined into strategies for use in business plans and business models.
As a working example it presents part of the contents and schematic details from the Adaptive Web Framework (AWF)'s operational plan.
Finally it includes a section presenting our formal representation of schematic goals.
Each goal has a series of associated complex adaptive system (CAS) strategy strings.
These goals plus strings are detailed for various chess and business examples.
The drive to fulfill current customer requirements can result in
the innovator's dilemma.
While the customer interest can diminish typical requirements
databases continue to reflect the earlier desire.
Accurate modeling of the customer's roles and goals creates a more predictive indicator. Close relationships with sentinel customers for key target segments help build the models.
Processes should also support the migration of product and customers to the winning architecture in a positive return market.
product requirements
in the design. Iterative development in partnership
with early-adopter customers has enabled this process to proceed
rapidly. Accurate modeling of the customer's roles and goals creates a more predictive indicator. Close relationships with sentinel customers for key target segments help build the models.
Processes should also support the migration of product and customers to the winning architecture in a positive return market.
Developing and delivering discrete modules of software works for
Linux.
The approach is discussed along with the constraints.
Re-factoring of the
current design and implementation must be assumed to allow
the team space to work towards a competitive modular
design. The schematic structure is represented by ideas in the minds of the executives and designers. These are the associations they make through allocation and sharing of goals, models, values and proposed actions. The agreement on values, responsibilities and priorities builds coherence when the underlying ideas are synergistic. Written representations of these structures, the plans and designs, should also reflect the associations, goals, models, evaluations and actions.
Opportunities must be acted on rapidly
If opportunities are not recognized, or taken, when they appear a profit oriented enterprise will over time become internally constrained, and financially committed, by the need to show high profit from any new developments. This drives the executives to limit the resources allocated to the This page discusses the mechanisms and effects of emergence
underpinning any complex adaptive system (CAS). Key research is
reviewed.
emergent businesses. With
a limited Flows of different kinds are essential to the operation of
complex adaptive systems (CAS).
Example flows are outlined. Constraints on flows support the emergence of the systems. Examples of constraints are discussed.
resource supply the new
business will die. In effect one must either: Example flows are outlined. Constraints on flows support the emergence of the systems. Examples of constraints are discussed.
- Ensure a broad pipeline of developments become viable
businesses before the enterprises financial measures choke
off the resources needed. If that was not possible but
the enterprise is in the lucky position of having a powerful
profit generating business, it can
- Use market share based metrics to catalyze the development
pipeline. Here the control of resource Flows of different kinds are essential to the operation of complex adaptive systems (CAS).flows to new developments is strategically managed. Most companies won't have that freedom so once they strangle their development pipeline. They can
Example flows are outlined. Constraints on flows support the emergence of the systems. Examples of constraints are discussed.
- Attempt to become a branded market where partner's new products are sold to customers.
Uncertainty is also relayed and transformed by the adaptive network
The complex battle between computer systems vendors to promote adoption of their proprietary data networking products was transformed by the introduction of government backed solutions: OSI (OSI), a set of communications interconnection standards defined by the International Standards Organization (ISO) global standards body. OSI competed unsuccessfully with the IETF's TCP/IP. The basic seven layer 'model' of OSI is still influential. and in particular TCP (TCP), a point-to-point connection oriented protocol specified and standardized by IETF and widely implemented in Internet communications.and IP (IP), a datagram based connectionless protocol specified by the IETF. It can be used by TCP as its network layer protocol when sending and receiving data packets. due to the presence of the IETF iterative processes, and the profit limiting effect of standardization. The processes allowed broad assimilation of the networking protocol specifications, and implementations of the protocols by the development community. The
To benefit from shifts in the environment agents must be flexible. Being
sensitive to environmental signals
agents who adjust strategic priorities can constrain their
competitors.
flexibility and extensibility was
matched by the broadened customer choice of products fulfilling
their needs. The cost structure, which had previously been
a powerful competitive weapon, of the major enterprises capable
of providing complete This page reviews the strategy of bundling multiple products
within a single offer in a complex
adaptive system (CAS). The
mechanism is discussed with examples from biology and
business.
bundled
proprietary solutions was too high to maintain in the changed
environment, while the This page reviews the inhibiting effect of the value delivery system on the
expression of new phenotypic
effects within an agent.
phenotypically
aligned network of suppliers, partners and customers
demanded continued commitment to DECnet and IBM's SNA. The
process induced a This page reviews Christensen's disruption
of a complex adaptive system (CAS).
The mechanism is discussed with examples from biology and
business.
disruptive
transformation of the proprietary networks. A CAS model of the development activity highlights that the process induces critical genetic operations. The integration of new businesses and the activity of design are genetic operations which will recombine ideas, goals and actions into the schematic plans that structure the enterprise's decision making.
Entrepreneurs put their reputations at risk sponsoring software development projects that may end up supplying the wrong product, late and over budget. Fred Brooks likens large software project management to struggling to get out of a Tar Pit.
A product extension is typically of limited risk. Development of Hewlett-Packard's OpenMail messaging server did not end up with continual cost and schedule over-runs so what was different? With life-cycle practices captured from the results of earlier attempts to use similar technologies to develop and deploy equivalent products, good access to the target market, and the iterative selection of appropriate project life-cycle approaches the development can repeatedly hit the schedule.
During periods when the
The drive to fulfill current customer requirements can result in
the innovator's dilemma.
While the customer interest can diminish typical requirements
databases continue to reflect the earlier desire.
Accurate modeling of the customer's roles and goals creates a more predictive indicator. Close relationships with sentinel customers for key target segments help build the models.
Processes should also support the migration of product and customers to the winning architecture in a positive return market.
requirements
remain consistent, as they did between HP's Deskmanager and
OpenMail the architects could take their previous experience
into account in designing the system. Each engineer, who
also developed the automated tests, was aware of the strategies
that had worked for his sub-system and what improvements they
proposed to introduce. For OpenMail the result was a
layered modular system, with well understood module
inter-dependencies clean automation interfaces and limited
combinations of sub-systems that required testing.Accurate modeling of the customer's roles and goals creates a more predictive indicator. Close relationships with sentinel customers for key target segments help build the models.
Processes should also support the migration of product and customers to the winning architecture in a positive return market.
Starting a project implies corporate
Agents can manage uncertainty by limiting
their commitments of resources until the environment contains signals strongly correlated with the
required scenario. This page explains how agents can use Shewhart cycles and SWOT processes to do this.
commitments
which need to be matched to pre-conditions which if met
suggest an acceptable risk is being taken.
Institutionalized procedures can allow management to represent
corporate goals in the operations activities. We were careful to match the market situation to the development life-cycle. If you are just starting a new software development project I would recommend to you adopting some market focused methodology with a good associated process life-cycle aligned with the corporate goals.
However, when the environment changes dramatically the experience base that had been supporting the design process may not be valid. Broadening the experience base introduces uncertainty, since the recombined set of ideas and processes may conflict.
The difficulty is that as the environment changes the strengths, weaknesses, opportunities and threats (
The page describes the SWOT
process. That includes:
SWOT)
to a particular business can all change. - The classification
of each event into strength weakness opportunity and
threat.
- The clustering
process for grouping the classified events into goals.
- How the clusters
can support planning and execution.
There are additional uncertainties implicit in attempting to integrate with a disjoint business providing solutions in an unrelated target market. Without the right
The agents in complex adaptive
systems (CAS) must model their
environment to respond effectively to it. Samuel
modeling is described as an approach.
models and Agents use sensors to detect events in their environment.
This page reviews how these events become signals associated
with beneficial responses in a complex adaptive system (CAS). CAS signals emerge from
the Darwinian information model. Signals can indicate decision summaries and level of
uncertainty.
sensors
to detect significant changes the same process that was working
satisfactorily in a business will likely fail in unexpected
ways. When it is possible to merge experience bases and Walter Shewhart's iterative development process is found in many
complex adaptive systems (CAS).
The mechanism is reviewed and its value in coping with random
events is explained.
iterative processes allow feedback to
stimulate shared learning it is possible to adapt to the new
situation, but the uncertainty is still much higher and the
expectations should be set appropriately. 
 Politics, Economics & Evolutionary Psychology |
Business Physics |
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integrating quality appropriate for each market |
This page looks at schematic structures
and their uses. It discusses a number of examples:
As a working example it presents part of the contents and schematic details from the Adaptive Web Framework (AWF)'s operational plan.
Finally it includes a section presenting our formal representation of schematic goals.
Each goal has a series of associated complex adaptive system (CAS) strategy strings.
These goals plus strings are detailed for various chess and business examples.
Strategy |
Design |
- Schematic ideas are recombined in creativity.
- Similarly designers take ideas and rules about materials and components and combine them.
- Schematic Recipes help to standardize operations.
- Modular components are combined into strategies for use in business plans and business models.
As a working example it presents part of the contents and schematic details from the Adaptive Web Framework (AWF)'s operational plan.
Finally it includes a section presenting our formal representation of schematic goals.
Each goal has a series of associated complex adaptive system (CAS) strategy strings.
These goals plus strings are detailed for various chess and business examples.
This page uses an example to illustrate how:
Program Management |
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- A business can gain focus from targeting key customers,
- Business planning activities performed by the whole organization can build awareness, empowerment and coherence.
- A program approach can ensure strategic alignment.
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