The (Re)birth of the Architect for the Business Model Design Business model both in new designs and it management have become centre stage in many of our existing organizations’ thinking. The need is not just too simply find new growth through new business models but to ‘react and adapt’ those existing business model designs that are in place, to catch-all the emerging possibilities that are around, hopefully before others do. Are we doing a good job of this at present? BMC- Osterwalder & Pigneur. BMC Visual source: Steve Blank Those without a legacy or are really agile usually are in pole position to explore new opportunities quickly. The entrepreneur has a great chance to pioneer, to quickly expand and seize those opportunities to disrupt those occupants serving a known market. The constraints within the existing organizations The established organization has to combat this increasing threat from all these “usurpers”. The ever increasing call for more C-EX’s of something 1. 2. 3. 4. 5. So we need strong business model design architecture today.
Activity theory Activity theory (AT; Russian: Теория деятельности) is an umbrella term for a line of eclectic social sciences theories and research with its roots in the Soviet psychological activity theory pioneered by Lev Vygotsky, Alexei Leont'ev and Sergei Rubinstein. These scholars sought to understand human activities as systemic and socially situated phenomena and to go beyond paradigms of reflexology (the teaching of Vladimir Bekhterev and his followers) and classical conditioning (the teaching of Ivan Pavlov and his school), psychoanalysis and behaviorism. It became one of the major psychological approaches in the former USSR, being widely used in both theoretical and applied psychology, and in education, professional training, ergonomics, social psychology and work psychology. Activity theory is more of a descriptive meta-theory or framework than a predictive theory. It considers an entire work/activity system (including teams, organizations, etc.) beyond just one actor or user.
strategy and business magazine – Spring 2013 : Beyond Functions Conventional organizational structures may be obsolete. How about a model based on capabilities instead? The prevailing functional model in most companies dates back to the 1850s. By now, the functional model has become the conceptual core of nearly all organizational structures, public and private. The value of functions is undeniable; no company could do without them. Perhaps the most obvious symptom of distress from the functional model is the widespread problem of incoherence. First, the expertise needed to differentiate a company and win in the marketplace is much more complex than it was in the past. Second, creating meaningful differentiation requires capabilities that are almost always cross-functional. Third, functions have a natural tendency to become isolated organizational silos, focusing on their own excellence and performance instead of the company’s strategy. The most common solution used today is the cross functional team. Resources A. Paul Leinwand Cesare Mainardi
Caminao's Ways Capabilities | The Business Architect The Business Capability Manager I am excited about Accelare’s new software product: The Capability Manager. Accelare has announced the general availability of the WhatFirst™ Capability Manager, a new tool for creating and managing business capability models, built on the Microsoft SharePoint 2013 platform. WhatFirst™ Capability Manager is designed as a simple to acquire, simple to learn, simple to use […] Capabilities, WhatFirst Capabilities Demystified – Part 4 Applying Capabilities to Business Challenges Business capabilities have quickly become the core element of most business architecture models. Business Architecture, Capabilities Five Essential Capabilities Every Organization Should Have One of the biggest challenges in building capability models is getting people to move from functional thinking (the things we do) to capability thinking (the ability we have to do things).
Minsky - Matter, Mind and Models Marvin L. Minsky 1. This chapter attempts to explain why people become confused by questions about the relation between mental and physical events. 2. If a creature can answer a question about a hypothetical experiment without actually performing it, then it has demonstrated some knowledge about the world. 3. Questions about things in the world are answered by making statements about the behavior of corresponding structures in one's model W* of the world. The reader may be anxious, at this point, for more details about the relation between W* and W**. 4. A man's model of the world has a distinctly bipartite structure: One part is concerned with matters of mechanical, geometrical, physical character, while the other is associated with things like goals, meanings, social matters, and the like. Why is this division so richly represented in language and thought? As for the genesis of such partitions, I suppose that they grow apart rather than together, on the whole. 5. 6. 7. 8. 9.
CMMI Principles and Values By David J. Anderson. David J. Anderson is the author of two books, “Agile Management for Software Engineering: Applying the Theory of Constraints for Business Results”  published in 2003, and “Kanban: Successful Evolutionary Change for your Technology Business”  published in 2010. January 2012 Anderson describes how that looking at organizations through a CMMI lens provides valuable insights for managers, process engineers and all external stakeholders including customers, investors, governance bodies and auditors. Application Lifecycle Management; CMMI Introduction The Meaning of Organizational Maturity Inspiration for the CMMI Model CMMI is a Model Understanding CMMI Made Simple CMMI Appraisals The original Capability Maturity Model (CMM) was first published in 1991. The concept of organizational maturity remains controversial. Maturity in CMMI is intended to imply an approach and ability to assess and manage risk and the judgment used when making decisions. 0. 1. 2. 3.  Deming, W.
Tom Wolfe -- Sorry, But Your Soul Just Died Powered by Translate From neuroscience to Nietzsche. A sobering look at how man may perceive himself in the future, particularly as ideas about genetic predeterminism takes the place of dying Darwinism. This article was first published in "Forbes ASAP" in 1996. Being a bit behind the curve, I had only just heard of the digital revolution last February when Louis Rossetto, cofounder of Wired magazine, wearing a shirt with no collar and his hair as long as Felix Mendelssohn's, looking every inch the young California visionary, gave a speech before the Cato Institute announcing the dawn of the twenty–first century's digital civilization. Could be. Brain imaging refers to techniques for watching the human brain as it functions, in real time. By 1996 standards, these are sophisticated devices. Brain imaging was invented for medical diagnosis. Wilson has created and named the new field of sociobiology, and he has compressed its underlying premise into a single sentence. That did it.
Lean Canvas: Your Startup Blueprint Mimesis In ancient Greece, mimesis was an idea that governed the creation of works of art, in particular, with correspondence to the physical world understood as a model for beauty, truth, and the good. Plato contrasted mimesis, or imitation, with diegesis, or narrative. After Plato, the meaning of mimesis eventually shifted toward a specifically literary function in ancient Greek society, and its use has changed and been reinterpreted many times since then. The Frankfurt school critical theorist T. W. Mimesis has been theorised by thinkers as diverse as Plato, Aristotle, Philip Sidney, Samuel Taylor Coleridge, Adam Smith, Sigmund Freud, Walter Benjamin, Paul Ross, Theodor Adorno, Erich Auerbach, Luce Irigaray, Jacques Derrida, René Girard, Nikolas Kompridis, Philippe Lacoue-Labarthe, Michael Taussig, Merlin Donald, and Homi Bhabha. Classical definitions Plato In Book II of The Republic, Plato describes Socrates' dialogue with his pupils. Aristotle Contrast to diegesis
Gumroad Understanding Business Models | ATT Marketing When I first started to think about business models I came across this model developed by MIT which provides a good foundation for a systematic study of business models, by defining business models and distinguishing their different types. Their model consisting of two elements: (a) what the business does, and (b) how the business makes money doing these things. It uses two fundamental dimensions of what a business does. The first dimension—what types of rights are being sold—giving rise to four basic business models: Creator, Distributor, Landlord, and Broker. The second dimension—what type of assets are involved—distinguishes among four important asset types: physical, financial, intangible, and human. Copyright ©1994-2000 Massachusetts Institute of Technology andThe Center for Coordination Science Get more information (takes you to mit pdf) it is a great basis to start from …. There are four types of business models here.
Empower business users with collective learning to model their business with IBM Blueworks Live and IBM Industry Models Introduction Business stakeholders often face what amounts to a blank canvas on which to paint their enterprise initiatives. To a fledgling artist learning his trade, an empty canvas can be a formidable obstacle to overcome. Journeymen often learn their trade by mimicking or looking for inspiration from great artists. Looking for inspiration, choosing the scene, the paint, the type of canvas, where and what to sketch, and even the first brushstroke leads to a plethora of choices. Each choice leads to different outcomes. The purpose of this tutorial is to explain how business stakeholders can take advantage of the collective learning of IBM Industry Models in strategic ways. To support this discussion, the tutorial focuses on the IBM business process modeling and collaboration tool IBM Blueworks Live and the IBM Industry Models, specifically IBM Banking Process Models (and IBM Information FrameWork). "Blueworks Live is the ideal tool to facilitate our process optimisation journey.