Managing a Complex World
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The document discusses various topics related to managing complexity in a changing world. It mentions aligning to business needs, keeping up with latest trends, focusing on core activities, good governance, detailed planning, being adaptable, flexible, secure, cost efficient, innovative, and showing ROI. It also lists emerging technologies like SAAS, utility computing, web 2.0, 3.0, enterprise 2.0, BPEL, BPMN, TOGAF and open source that add complexity. Overall, the document emphasizes the need for organizations to constantly innovate, adapt to changes, and manage complexity in order to succeed in today's dynamic environment.
![Professor Jan Fagerberg
Innovation is the
first attempt to
carry out [an idea]
into practice.](https://image.slidesharecdn.com/wsapril2008-150314033353-conversion-gate01/85/Managing-a-Complex-World-153-320.jpg)
![Professor Jan Fagerberg
Innovation is the
first-ish attempt
to carry out [an
idea] into practice.](https://image.slidesharecdn.com/wsapril2008-150314033353-conversion-gate01/85/Managing-a-Complex-World-163-320.jpg)
Managing a Complex World
- 4. keep up with latest trends align to the business
- 5. keep up with latest trends focus on core align to the business
- 6. keep up with latest trends focus on core align to the business good governance
- 7. keep up with latest trends focus on core align to the business good governance detailed planning
- 8. keep up with latest trends focus on core adaptable align to the business good governance detailed planning
- 9. keep up with latest trends focus on core adaptable align to the business good governance detailed planning flexible
- 10. keep up with latest trends focus on core adaptable align to the business good governance secure detailed planning flexible
- 11. cost efficient keep up with latest trends focus on core adaptable align to the business good governance secure detailed planning flexible
- 12. innovative cost efficient keep up with latest trends focus on core adaptable align to the business good governance secure detailed planning flexible
- 13. innovative cost efficient keep up with latest trends show ROI focus on core adaptable align to the business good governance secure detailed planning flexible
- 14. innovative cost efficient keep up with latest trends show ROI focus on core adaptable align to the business good governance secure detailed planning flexible SAAS
- 15. innovative cost efficient keep up with latest trends show ROI focus on core adaptable align to the business good governance secure detailed planning flexible Utility computing SAAS
- 16. innovative cost efficient keep up with latest trends show ROI focus on core adaptable align to the business good governance secure detailed planning flexible Utility computing SAAS Web 2.0
- 17. innovative cost efficient keep up with latest trends show ROI focus on core adaptable align to the business good governance secure detailed planning flexible Utility computing SAAS Web 2.0 Web 3.0
- 18. innovative cost efficient keep up with latest trends show ROI focus on core adaptable align to the business good governance secure detailed planning flexible Utility computing SAAS Web 2.0 Web 3.0 Enterprise 2.0
- 19. innovative cost efficient keep up with latest trends show ROI focus on core adaptable align to the business good governance secure detailed planning flexible Utility computing SAAS Web 2.0 Web 3.0 Enterprise 2.0 BPEL
- 20. innovative cost efficient keep up with latest trends show ROI focus on core adaptable align to the business good governance secure detailed planning flexible Utility computing SAAS Web 2.0 Web 3.0 Enterprise 2.0 BPEL BPMN
- 21. innovative cost efficient keep up with latest trends show ROI focus on core adaptable align to the business good governance secure detailed planning flexible Utility computing SAAS Web 2.0 Web 3.0 Enterprise 2.0 BPEL BPMNTOGAF
- 22. innovative cost efficient keep up with latest trends show ROI focus on core adaptable align to the business good governance secure detailed planning flexible Utility computing SAAS Web 2.0 Web 3.0 Enterprise 2.0 BPEL BPMNTOGAF Open source
- 33. Commoditisation
- 37. Commoditisation Impact Innovation Why nothing is simple Predictions
- 40. 45 mins
- 41. 385 slides
- 45. End of DANGER!
- 46. Commoditisation Impact Innovation Why nothing is simple Predictions
- 47. change from monopolistic to perfect competition
- 51. New ThingNew
- 57. Screenshot taken from web at http://www.sandowplus.co.uk/index2.htm
- 58. Screenshot taken from web at http://padovacultura.padovanet.it/homepage-6.0/Oliver%20twist%204.JPG
- 59. Chicago Daily News negatives collection, DN-0003451. Courtesy of the Chicago Historical Society.
- 60. Electricity is a powerful constitutional tonic American Electrotherapeutic Association, 1892
- 61. http://www.scene-stealers.com/wp-content/uploads/2007/10/bride_of_frankenstein.jpg
- 68. Joseph A. Schumpeter (1883 - 1950) The fundamental impulse that sets and keeps the capitalist engine in motion comes from the new consumers, goods, the new methods of production or transportation, the new markets, the new forms of industrial organization that capitalist enterprise creates.
- 69. Joseph A. Schumpeter (1883 - 1950) The fundamental impulse that sets and keeps the capitalist engine in motion comes from the new consumers, goods, the new methods of production or transportation, the new markets, the new forms of industrial organization that capitalist enterprise creates.
- 70. Joseph A. Schumpeter (1883 - 1950) Creative Destruction
- 75. Screenshots taken from web at http://www.strassmann.com/
- 80. Nick Carr As IT becomes ubiquitous ... it has no strategic value
- 82. web 1.0
- 84. web 2.0
- 85. Joseph A. Schumpeter (1883 - 1950) Creative Destruction
- 90. Joseph A. Schumpeter (1883 - 1950) Creative Destruction
- 91. Nick Carr As IT becomes ubiquitous ... it has no strategic value
- 92. Commoditisation Impact Innovation Why nothing is simple Predictions
- 97. +
- 102. +
- 111. De Architectura Marcus Vitruvius Pollio (80-25 BC) http://www.bl.uk/popups/science14-pop.html
- 112. Service Orientated Architecture Virtualisation Software as a Service (SaaS) Utility computing Grid Computing
- 115. Definitions
- 116. Service Oriented Architecture (SOA) An architectural style for creating and using business processes as services.
- 118. Virtualisation A technique for hiding physical characteristics of computing resources from its consumers.
- 120. Grid computing A technical architecture consisting of a collection of computers acting as though they are a single computer.
- 122. Utility computing The packaging of computing resources, such as computation and storage as a metered service.
- 124. Software as a Service (SaaS) A delivery model where vendors operate and host services for use by customers over the internet.
- 126. SOA
- 127. SaaS
- 128. Utility
- 129. Grid
- 130. Virtualisation
- 131. De Architectura Marcus Vitruvius Pollio (80-25 BC) http://www.bl.uk/popups/science14-pop.html
- 132. Service Orientated Architecture Virtualisation Software as a Service (SaaS) Utility computing Grid Computing
- 140. Joseph A. Schumpeter (1883 - 1950) Creative Destruction
- 141. +
- 144. Commoditisation Impact Innovation Why nothing is simple Predictions
- 146. CommonNew
- 147. New
- 148. Innovation
- 149. Innovation ?
- 151. John Locke (1632 - 1704) It being that term which, I think, serves best to stand for whatsoever is the object of understanding when man thinks.
- 152. InnovationIdea
- 153. Professor Jan Fagerberg Innovation is the first attempt to carry out [an idea] into practice.
- 154. Q. the first wireless radio?
- 155. Nikola Tesla, 1893
- 156. Q. the first useable electric light bulb?
- 157. Sir Joseph Wilson Swan, 1860
- 162. “Whenever you prove who was first, the harder you look you will find someone else who was more first” Eliot Sivowitch
- 163. Professor Jan Fagerberg Innovation is the first-ish attempt to carry out [an idea] into practice.
- 164. InnovationIdea
- 165. InnovationIdea
- 166. Francesco Petrarca (1304 - 1374) Founder of the Humanist movement (Renaissance)
- 174. 1. Not a straight line
- 180. 2. Not just things
- 184. 4. Acceleration
- 189. 5. Friend and Foe
- 191. Screenshot taken from web at http://www.sandowplus.co.uk/index2.htm
- 193. Distribution
- 194. Distribution
- 195. Distribution
- 196. Distribution
- 197. Barrier to Participation Cost of Doing Business
- 203. Innovation ?
- 211. Commoditisation Impact Innovation Why nothing is simple Predictions
- 220. Activity A process, sub-process or result thereof, including any product or service consumed or created
- 222. Ubiquity
- 223. Novel Ubiquity
- 224. NovelCommon Ubiquity
- 231. Early 80s - innovation of CRM Novel Low High Common
- 232. Mid 80s - early adoption of database marketing. Novel Low High Common
- 233. Early 90s - CRM products Novel Low High Common
- 234. Novel Low High Common Early 00s - Utility-like CRM
- 235. Novel Low High Common Early 80s - innovation of CRM
- 237. Novel Low High Common Early 00s - Utility-like CRM
- 244. Scarcity of information Novel Low High Common Web 3.0
- 245. Scarcity of information Undefined Novel Low High Common Web 3.0
- 246. Scarcity of information Undefined Few competitors Novel Low High Common Web 3.0
- 247. Scarcity of information Undefined Few competitors High Cost Novel Low High Common Web 3.0
- 248. Deviation from norms is necessary Novel Low High Common Web 3.0
- 249. Deviation from norms is necessary Agile (XP, SCRUM) Novel Low High Common Web 3.0
- 250. Deviation from norms is necessary Agile (XP, SCRUM) Competitive advantage Novel Low High Common Web 3.0
- 251. Deviation from norms is necessary Agile (XP, SCRUM) VC like funding Competitive advantage Novel Low High Common Web 3.0
- 256. Wealth of information Defined Many competitors Novel Low High Common Telephone
- 257. Wealth of information Defined Many competitors Low Cost Novel Low High Common Telephone
- 258. Deviation from norms is undesireable Novel Low High Common Telephone
- 259. Deviation from norms is undesireable Defined (Prince, Six Sigma) Novel Low High Common Telephone
- 260. Deviation from norms is undesireable Defined (Prince, Six Sigma) Cost of doing business Novel Low High Common Telephone
- 261. Deviation from norms is undesireable Defined (Prince, Six Sigma) Cost of doing business Focus on cost Novel Low High Common Telephone
- 263. Scarcity of information Undefined Few competitors High Cost Novel Low High Common Telephone
- 283. Joseph A. Schumpeter (1883 - 1950) Creative Destruction
- 286. Novel Low High Common Competitive Advantage Exclusive High ValueCustomer perception
- 287. Novel Low High Common Product Wealth of information Low cost to produce Many consumers
- 298. Collective Intelligence Knowledge Capture Participation Architectures Social Networks Mass Collaboration Wikis Aggregation
- 299. Enterprise 2.0
- 301. The system must be able to equal the number of states in the input with at least an equivalent number of states in the regulatory process Ashby’s Law Requisite Variety
- 303. Survival requires ‘coherence, coordination and stability’. Innovation requires the replacement of these erstwhile virtues. Salaman & Storey Innovation Paradox
- 304. Observation 5 Order and Disorder
- 305. Novel Low High Common Maintain office facilities Set budgets Manage payroll Recruit staff Capture customer request for service Capture product predictions from information market Audit site useability Maintain corporate wiki Maintain search rank listing
- 306. Novel Low High Common Maintain office facilities Set budgets Manage payroll Recruit staff Capture customer request for service Capture product predictions from information market Audit site useability Maintain corporate wiki Maintain search rank listing
- 309. Professor Leigh M. Van Valen Red Queen Hypothesis
- 311. Adapt to survive today. Innovate to survive tomorrow.
- 313. De Architectura Marcus Vitruvius Pollio (80-25 BC) http://www.bl.uk/popups/science14-pop.html
- 314. Herbert A. Simon 1916-2001 Theory of Hiearchy
- 315. Competitive
- 318. Competitive Cost of Doing Business App External Internal External App App Internal External Enterprise Service Bus Infrastructure
- 319. Competitive Cost of Doing Business Novel Low High Common Innovation
- 320. Survival requires ‘coherence, coordination and stability’. Innovation requires the replacement of these erstwhile virtues. Salaman & Storey Innovation Paradox
- 323. Nick Carr As IT becomes ubiquitous ... it has no strategic value
- 334. Joseph A. Schumpeter (1883 - 1950) Creative Destruction
- 335. Adapt to survive today. Innovate to survive tomorrow.
- 336. Survival requires ‘coherence, coordination and stability’. Innovation requires the replacement of these erstwhile virtues. Salaman & Storey Innovation Paradox
- 337. Commoditisation Impact Innovation Why nothing is simple Predictions
- 339. Practical Steps
- 348. Uncertain & Risky Investment strategy Potential CA Deviation is necessary Unknown market / effect You’re on your own +ve -ve Time Low HighCertainty NovelCommonUbiquity Effect Innovation
- 349. +ve -ve Time Low HighCertainty NovelCommonUbiquity Effect First Mover Prediction is possible ROI strategy Actual CA Customisation focus Estimate market / effect Some competition
- 350. +ve -ve Time Low HighCertainty NovelCommonUbiquity Effect Transition Whitepapers / Conferences ROI strategy Declining CA Standardisation focus Early KPIs Many competitors
- 351. +ve -ve Time Low HighCertainty NovelCommonUbiquity Effect Commodity Best practices etc. Cost focus Cost of doing business Defined processes KPI driven Consolidation / outsourcing
- 353. Map your business Be aware of lifecycle Think componentisation Think organisation
- 355. Commoditisation Impact Innovation Why nothing is simple Predictions
- 356. De Architectura Marcus Vitruvius Pollio (80-25 BC) http://www.bl.uk/popups/science14-pop.html
- 362. 1. An increase in the rate at which innovative services and products are released to the web.
- 364. New Thing Products Common Utility Leading Edge New Hardware Software Framework NON STRATEGIC COST
- 367. 2. More disruption in the information markets.
- 369. De Architectura Marcus Vitruvius Pollio (80-25 BC) http://www.bl.uk/popups/science14-pop.html
- 372. Joseph A. Schumpeter (1883 - 1950) Creative Destruction
- 373. Survival requires ‘coherence, coordination and stability’. Innovation requires the replacement of these erstwhile virtues. Salaman & Storey Innovation Paradox
- 374. 3. Increasing organisational pressure within IT.
- 376. Novel Low High Common Maintain office facilities Set budgets Manage payroll Recruit staff Capture customer request for service Capture product predictions from information market Audit site useability Maintain corporate wiki Maintain search rank listing
- 379. 4.The architecture will never be completed.
- 380. 1. Faster, Faster.
- 381. 2. More disruption. 1. Faster, Faster.
- 382. 3. Increasing pressure. 2. More disruption. 1. Faster, Faster.
- 383. 4. Never completed. 3. Increasing pressure. 2. More disruption. 1. Faster, Faster.
- 386. Infamy, Infamy ...
- 388. swardley@mac.com http://blog.gardeviance.org For Hire! Events & Consultancy Interim Exec. Advisory Board. + ...
- 389. swardley@mac.com http://blog.gardeviance.org Sponsor! Your company XTECH Web 2.0 Strategy + many more ...