Value delivery
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
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. 
Overcome reactionaries
Primary Navigation

Mutually compatible connected agents - the value delivery system

Summary
The 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
) nature of a value delivery system is first introduced.  It's a 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
acting as relays. 

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. 
Introduction
By development of both critical relationships, and understanding, of 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
linking product development and its target customers each link can be characterized and strategies put in place to
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. 
match opportunity with commitments


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
) theory indicates that the value delivery system is an adaptive 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 is sustained by the benefits that are obtained by participation in supporting the
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. 
flows
of value through the network.  If the network's flows stop the agents will likely seek other niches.  Initially the value delivery system will have to be assembled.  That means convincing the various agents to commit to participation.  That implies identifying agent specific benefits that they can obtain from participation, or as recompense for participating. 

The forces acting on the value delivery system agents vary by position and situation.  The forces control how much value each agent can capture.  The adaptive nature of the agents means that they can and should align their goals to the benefit of all.  If that is not possible the network will struggle to maintain flows and sustain healthy agents.  Sometimes the powerful agents will have to extend or even alter their goals so that the other agents can fit in.  That is a huge challenge.  Often imminent collapse or unstoppable external forces are needed to get the powerful to adjust.  Otherwise the
This page describes the organizational forces that limit change.  It explains how to overcome them when necessary. 

feedback from the successful agents current network will inhibit the realignment
Lou Gerstner describes the challenges he faced and the strategies he used to successfully restructure the computer company IBM. 
IBM's imminent collapse
enabled Lou Gerstner to change IBM's most powerful businesses.  If a powerful agent can't or should not have its goals changed building a successful network implies alignment with those goals. 
Platforms
Steven Johnson explains how platforms can provide infrastructure support for the development of niche clusters of agents.  His platform provides:

Just because a company already has a sales and distribution channel connected to target customers does not mean it will operate for any offer.  When the quota for a hardware salesman is way higher than a software product can reach even a great product is not going to reach the targeted customer through that channel. 

Providing Hewlett-Packard's enterprise sales force with a
This page discusses the benefits of proactively strengthening strong points. 
concrete demonstration of how they could penetrate new IBM accounts using Commercial UNIX running enterprise messaging
aligned the offer with the sales force's goals and removed this major constraint of HP OpenMail's sale and deployment.  

The value delivery system should also be structured so that it
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. 
amplifies
the agents' value creating activities. 
This page discusses the benefits of bringing agents and resources to the dynamically best connected region of a complex adaptive system (CAS). 
Gaining access to the center
is key to increasing options and reach.  Each sale of the software was amplified by the potential for dependent hardware, consulting and support revenues, and the opportunity to sell additional high value solutions from HP's portfolio once the initial benefits were obtained, and relationships and trust and distrust are evolved responses to sham emotions.  During a friendship where no sham emotions have been detected trust will build up. 
had developed between the sales force and customers. 

Only by providing all the aspects of a solution at a value matched cost can the success of the customer's deployment be ensured.  The well aligned value delivery system ensures that all aspects are available at the active interface with the customer.  Initial target customers must have needs that match the limited and unexercised product and value delivery system.  Such sales will need close participation from all aspects of the business to
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. 
check and act
on the situation; adapting to unforeseen issues, and capturing a detailed understanding of the benefits obtained by all participants. 

Create
This page reviews the inhibiting effect of the value delivery system on the expression of new phenotypic effects within an agent. 
symbiotic relationships with all necessary partners
.  Use a structured process to understand the value delivery system and get product flowing to market. 






















































































Market Centric Workshops
The Physics - Politics, Economics & Evolutionary Psychology
Politics, Economics & Evolutionary Psychology

Business Physics
Nature and nurture drive the business eco-system
Human nature
Emerging structure and dynamic forces of adaptation


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
| Design |
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
| Home

Profiles | Papers | Glossary | E-mail us