Monday, February 18, 2013

The Journey so far ...

We now have all the basics to start mapping companies and playing the strategy game after which we will look into more advanced defensive and attacking strategies combined with various dark arts.

BUT before I go into the details of how to map a company and start to play the strategic game, I thought I'd recap on all the basics we have covered. These are essential for understanding the rest of the journey.

And, so with no more egging of the custard ...

---- The journey so far.

Post 1 : The start of my journey
A young CEO caught in the headlights of change.

Post 2 : The importance of maps 
An exploration of why maps are important and a question - where are our business maps?

Post 3 : There's too much confusion. 
My quest for maps in business begins in earnest and starts with the concept of value chains.

Post 4 : Evolution, 
Explores how things evolve and why diffusion is only part of the puzzle. Evolution is an essential part to mapping an organisation.

Post 5 : A first map. 
Uses both value chain and evolution to create a rudimentary map of a business. In this case, Fotango in 2005.

Post 6 : Business they drink my wine
The journey from chaotic to linear and how the characteristics of activities, practices and data change as they evolve.

Post 7 : Why one size never fits all
Examines why the change of characteristics impact techniques and how one technique is not suitable for all activities leading to debates such as six sigma vs agile

Post 8 : Of perils and Alignment
Examines why changing characteristics create problems for business from the pitfalls and perils of outsourcing to the issues of business alignment.

Post 9 : Everything Evolves.
Explores the common path of evolution whether Practice, Activites or Data and how practices can co-evolve to create inertia to change. Covers Cynefin, Co-Evolution and Inertia

Post 10 : Evolution begets Genesis begets Evolution
Examining how there is a cycle of commoditisation and genesis with new activities being built on past activities. Covers componentisation, volume effects and disruption,

Post 11 : Inertia
Examining why customers and companies have inertia to change, what the causes and symptoms are and why it is so dangerous. Covers disruption of the past, transition to new and agency of the new.

Post 12 : Revolution
Using evolution and inertia we explore why revolutions (such as the industrial revolution) occur and what the common consequences of this are. Covers Kondratiev waves, prediction and time, disruption.

Post 13 : Revisiting our first map
Taking the lessons and principles we've covered and re-applying them to that first map of Fotango back in 2005, to explain how Fotango predicted the changes brought about by Cloud.

Post 14 : No Reason to get excited
Using the mapping technique we explore the cycle of change and how we move through states of peace, war and wonder.

Post 15 : The Next Generation
We expand the constant cycle of change to look at macroeconomic cycles, how new organisations form and what the current Next Generation (the new Fords) looks like.

Post 16 : Ecosystems

On of the techniques used by the next generation is ecosystem. We examine the different types of ecosystems, models like ILC (innovate - leverage - commoditise) and why they are powerful tools

Post 17 : Open
Another characteristics of the Next Generation is in their use of open technologies, here we explore the general effects of Open.

Post 18 : Openness, Innovation and Maps
We dive a bit deeper into the effects of open approaches and start to consider some of the gameplay in the wild.

Post 19 : Openness vs Strategy
In this section we explore what matters more - Openness or Strategy? We categorise companies into Players, Thinkers, Believers and Chancers and explain why mapping is important to company health.

Now, at long last ... I can finally start to make the subject interesting and applicable.