Tipping point
This page describes the organizational forces that limit change.  It explains how to overcome them when necessary. 

Power& tradition holding back progress
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. 
Be responsive to market dynamics
Overcome reactionaries
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Get a core to believe the mission is enabled and the whole group will transform

Summary
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. 
Introduction
Tipping point Leadership blends well with a
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. 
program approach
to drive technical leadership aims to develop plans and strategies which ensure effective coordination to improve the common good of the in-group.  John Adair developed a leadership methodology based on the three-circles model. 
into the market place.  It's also fun to participate in. 

There was an obvious change in dynamism in the visitors from Boise.  For years my division had built word processing software to enable HP3000 computers to support high quality printing.  The Boise division made HP's printers including the HP 2680 laser printer.  Printing representatives typically presented their plans to us in the UK is the United Kingdom of Great Britain and Northern Ireland.   when they visited customers in Europe.  This time the presentations were different: very well thought through segmentations, with new products targeted at each major opportunity. 
The 2680 laser printer
We all agreed that the 2680 laser printer was technically excellent, but it had not been a commercial success.  The new products were targeted at the developing IBM personal computer market and the confidence of the presenters left little doubt of a clear vision of success. 

Unforgettable and unarguably calls for change
Dick Hackborn had the 2680's failure to sharpen his argument to Bill Hewlett and David Packard.  IBM's development of the PC is personal computer
Eco-system created another opportunity to productize the laser printer technologies.  They all agreed that the solution was attractive.  Once again there was a commercial issue. 

Succeed in silencing the most vocal naysayers
The 2680 had originally been targeted at the IBM mainframe market but executives in the HP commercial computer systems organization worried that that would have a negative impact on their business.  Hackborn was asked to make the 2680 work with HP3000 computers. 

This time Hackborn argued that it was in HP's best interest to have a free standing printer business.  Hewlett & Packard agreed.  The printer organization was not to be an arm of the commercial computer business.  Hackborn kept his headquarters in Boise away from the Computer Systems campus. 

Concentrate their resources on what really matters
The 2680 suffered from having a limited market.  The difference with the PC is personal computer
printers was going to be in building a powerful channel to the market.  As the first HP LaserJets shipped customers visiting IBM PC dealerships snapped them up.  The division knew that its competitors would soon respond to their success.  But they realized that the channel was the control point in this business.  Offering the dealers incentives to sell more of the product would remove shelf space from competitors.  The organization understood their potential for success and everyone galvanized. 






























































































Market Centric Workshops
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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:
  • 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. 
Strategy
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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. 
Program Management
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