There is an old game in town and it comes packed with a new label, 6:2. No! It’s not about food, allthough it is about energy. The new 6:2 brain diet is to secure that you spend 6 hours a day on your own work topics and 2 hours on other topics.
Let’s say you are a scrum master 6 hours a day, then you could spend 2 hours a day exploring economics.
Setting this up as a learning cycle you can have a look at all the people that you connect with regularly and spend 2 hours a day for 6 weeks understanding each one of their special competence area.
If a company can connect its own goals with its employees’ goals, the organisation becomes more resillient and more agile at a time when those capabillities are most needed.
– That is one of the insights delivered in the amazing
by Brick book about the LEGO Company.
To reach the connectivity sought after in the quote above start implementing the 6:2 brain diet. You would soon discover that employees where more in tune with each other, the customers and the company.
You can get the LEGO book from Amazon
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Just need to offload some unfinnished thoughts I’ve been playing with during the last days of summer.
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Russell Ackoff taught about synthesis, the opposite of analysis.
He said you can’t understand something by looking at its pieces.
His three steps of synthetic thinking are to ask:
- What is this thing a part of?
- What is the behavior of its containing whole?
- What is the role of the thing in that containing whole?
Think big picture. Ask big-picture questions.
Dr. Russell Ackoff on Systems Thinking – Pt 1
Dr. Russell Ackoff on Systems Thinking – Pt 2
Dr. Russell Ackoff on Systems Thinking – Pt 3
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I did what so many people have done before me, I went on a trip to find a master ski smith. Stopped in my tracks for a moment to reflect on my journey. It was a long journey with many fine moments, I knew I would not remember them all after a while. I decided I needed a way of documenting my experiences so I used a tool that I’ve used on consulting engagements, it’s from Adaptive Path named Experience Map and it is a way to capture experiences. Today I let the map speak for my experiences, earlier I’ve written at least 6000 words to do the same and a bit more.
My Customer Journey with Community Skis
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If I invest 10% of my income in the northern hemisphere my stake in the whole investment is miniscule. This means that the risk I take is extremly high in relation to the potential outcome. If I invest 10% of my income in the southern hemisphere my stake in the whole investment could be between 100% and 1%. This means that the risk I take is low in relation to the potential outcome.
So what is the hinder for me to safely invest in the southern hemisphere?
What if one would put up a front to the market that could give potential investors easy access.
Let’s say that the investors gets to follow and communicate with the businesses they have invested in through a “Facebookish” experience.
What kind of BM would it take?
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I’ve been working on getting all the pieces together for my second book project. Now the book is starting to come together under the direction of some visual guides. If you have followed my posts throughout the years you will certainly recognize some of these guides.
The major thought
There are only two ways to increase profit known to man, one is to sell more and the other is to lower costs. Whatever action one may take it is geared towards a goal aiming to achieve one of the two increases in profit. Of course one can take parallell action trying to maximize both goals, but that generally has the efffect of not reaching satisfactory levels of any one goal. In a whole system approach as is the one I write about here, the optimum is a balance between the two forces. The result one would find generated by a perfectly balanced system would be greater than the sum of its own and the interacting systems parts taken together. To take it in terms of economy we are balancing Opex and Capex with Stratex (the budget that secures your future and funds innovations in business models ). Most managers find it in their hearts to go for portfolio management as a way of managing the the future. This focus on CAPEX would in general give them a controlling stake of somewhere between 5% and 20% of the overall budgets. Another interesting trait of portfolio management is that it is in effect run as a single year investment process much like OPEX.
Anywhere between 95% to 80% of the total budget is dead set in OPEX. This contains most of the actual power over the company. OPEX can be seen as a blocking force or a stabilizing force depending on culture and position.
The long term investments needed to ensure a rich future is most often unalocated for and are left to wither as long as major crisis is off the radar. In the end this may add up to more than the running operations of today just to fix the immediate problems.
What I intend to explore in this book is how to balance the three forces manifestated as OPEX, CAPEX and STRATEX by the use of an architected approach.
The foundational illustration of the way
The foundation of the book are the thoughts that I expressed in the first book The art of Enterprise Architecture. I’ll merge the thoughts from the first book with the one-liner tweets collected in the post One year with #TheArtOfEnterpriseArchitecture.
The five E’s
The five E´s of the framework
The book follows the five E´s as a way of pulling together the thoughts and concepts into a set of coherent views. Each view contains subset views that could be used as a default guide towards what need to be known from a particular portfolio point of view.
Some elaborations of the Envision view
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There seems to be as many ways of talking about capabilities as there are ways of putting a shoe together. To add to the confusion functions, processes and other concepts of enterprise architecture is widely used as capabilities. Here I refer to capabilities as the core skills that we must master as a social system (the organisational level).
Capability litmus test
To figure out if the concept we have before us could be a capability we need some way of testing the concept. The easy way of doing this is to run through the step process of
- A capability gets better or worse every time you use it
- A capability is something which by the way it is used can provide:
- the same results in different ways in the same environment
- different results in the same and different environments
- A capability can briefly be described by:
- A name
- A description (with emphasis on the expected value)
- An environment (in the context we expect to find the ability)
A capability can in some sort of detail be described by its constituent components
A capability is an organisational skill that requires the will of a superior system to be used.
The purpose is to capture the capability concepts used in the enterprise.
Rules and Regulations
Posted in Avenues of thought to explore, Enterprise architecture, The Art of Enterprise Architecture | Tagged Business model, Capability, Enterprise architecture, The art of architecture | 1 Comment »