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Rob, emerges from triangles & ovals
Rob, emerges from triangles & ovals
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Created new product class

I used a market focus process and "Imagineering" to define innovative new features for data network operators. 

With our new offer creating interest with mobile network operators, the channel and customers expressed interest in meeting with us.  In particular a visionary billing executive shared his views on how the network operator's business was changing and where this required new types of network infrastructure to support the new use cases. 

While the opportunity matched our skill set it was a core focus of Cisco rather than HP. 

Functional managers, concerned about the success of the program approach pushed hard for any new activity to be functionally driven.  The operation manager continued to champion the program model he had promoted, so the functional managers used political techniques to maintain power. 

The operation manager was already sponsoring an additional new venture, which was consuming resources with no visible results. He was not keen to spread his resources more thinly. 

I started a program to implement focused data control point mediation integration.  Main aspects were:
  • Investigated the requirements in depth with our core program team. They were convinced that startups were building data control devices for internet protocol (IP) networking that we could leverage.  
  • Met with a number of startups that were building products in the area.  
  • Proposed to work with Cisco in the area.  Persisted when they pushed back, until got traction, which came once customer and competitive pressure forced their hand. 
  • Agreed a position with the core program team that limited the operation manager's risk of over-committing resources.  This activity would synergize with the current positioning of the program & leverage the same resources for prototyping. The decision to productize would be left to the operation manager.  The flat structure and knowledge from the tightly coupled value delivery system (VDS) that had been encouraged enabled the creativity to build
  • Co-authored a paper on the opportunity in this area and our approach with R&D. 
  • Pushed the idea with the consulting channel, and through into their customers. 
  • Pushed the idea with the HP Billing Program. 
  • Promoted partnership with HP circuit call control organization at request of operation manager. 
I coordinated the value delivery system for deploying data control point mediation through the HP consulting organization.  Main aspects were:
  • Setup iterative prototyping system with channel, consultants, and customers. 
  • Coordinated responses to feedback from the consultants evaluating the prototypes. 
  • Presented the conclusions to the operation manager. 


The knowledge of data control point devices was absorbed into the program.  Partner product interfaces were obtained and architectural modifications made to integrate effectively with these. 

The prototype was delivered to the HP consulting organization who reviewed it with key customers. 

A major tier 1 operator began work with HP due to the coherence of their vision and this program.  This was enough to convince the operation manager to resource a product. 

HP's billing program agreed to allocate funding to this area. 

The HP circuit call control organization enveloped our operation during the Compaq merger process.   After a year they proposed to close down this business area due to corporate cost reductions. 
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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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