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:
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 impact of requirements
SummaryThe 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.
trust and distrust are evolved responses to sham emotions. During a friendship where no sham emotions have been detected trust will build up.
of the current customers. But it is this same goal which
This page discusses the methods of avoiding traps. Genetic selection and learning to avoid traps are reviewed.traps development in the
This page reviews Christensen's disruption of a complex adaptive system (CAS). The mechanism is discussed with examples from biology and business.innovator's dilemma.
The product requirements need to reflect the time sensitive nature of the various transitions that occur within target market segments. Typically they don't. Even as Internet Messaging was replacing X.400 is an OSI email standard which lost in the market to the current IETF standard Internet email.
as the messaging standard in the market it, was a major battle within our division to down-scale development of an enhanced X.400 stack. A continued focus on a past strength maintained the power relations within the organization and appeared well aligned with customer's stated needs. Of course with hindsight the customers were losing interest. But while the customers adapted to the changing situation their previous requests remained active in the requirements database.
There have been many attempts to solve the requirements problem with a database application proceduralizing requirements capture, but they will always suffer from the situation outlined above. Instead the issuers of requirements should be an active participant in an iterative requirement validation process. If a customer is no longer interested in actively sponsoring a requirement this should be reflected in the requirement's valuation.
Markets are adaptive and so a customer's needs and expectations may change over time. Technology markets tend to evolve in line with Geoffery Moore's model in 'Crossing the Chasm'. A set of real customer's that match the typical target segment at each period in the market's development should be identified for targeting.
Targeting of customer niches requires the
The page reviews how complex systems can be analyzed.identification and analysis of key forces that are creating
The resulting analysis supports evaluation of system events.
The analysis enables categorization of different events into classes.
The analysis helps with recombination of the models to enable creativity.
The page advocates an iterative approach including support from models.
First describes the dynamic nature of any complex adaptive system (CAS).problems that these customers must overcome. Developing solutions to the problems should interest the customers. Using the targeting to catch sample customers from the niche allows the broader needs to be identified and added to the product goals. Repeated reviews with 'captured' customers can evolve into an iterative development, and alignment of the
It then introduces the broad effects of change which includes opportunities and risks/uncertainties.
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 complex adaptive system (CAS) nature of a value delivery system is first introduced. It's a network of agents acting as relays.value delivery system.
The critical nature of hub agents and the difficulty of altering an aligned network is reviewed.
The nature of and exceptional opportunities created by platforms are discussed.
Finally an example of aligning a VDS is presented.
positive returns, W. Brian Arthur's conception of how high tech products have positive economic feedback as they deploy. Classical products such as foods have negative returns to scale since they take increasing amounts of land, and distribution infrastructure to support getting them to market. High tech products typically become easier to produce or gain from network effects of being connected together overcoming the negative effects of scale.
market a winner will emerge which will subsequently set the expectations and standards, and the many participants will collapse to a few eventual winners.
In chess the center is an unstable
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 amplifier where fighting can always break out as agents strive to leverage
This page discusses the benefits of bringing agents and resources to the dynamically best connected region of a complex adaptive system (CAS).centralization. The combinatorial explosion of options in the center of the chess board is typical of problems faced by businesses in emerging markets. There is limited feedback on what the market will choose as a preferred solution. As buyers' choices subsequently converge to "the winning architecture", development by all surviving competitors must shift objective to the
This page reviews the inhibiting effect of the value delivery system on the expression of new phenotypic effects within an agent.integration of their version of the winning architecture with their customers' existing processes and infrastructure.