by Philip Boxer
By including the third asymmetry, stratification can no longer take the form of a universal hierarchy, but instead must be particular to the relationship to demand. It is this which presents the business with its double challenge.
Month: January 2007
by Philip Boxer
The need for Through-Life Capability Management (TLCM) represents a step-change in the relationship between purchaser and provider that involves both parties in the whole value cycle that requires systems to be understood as more than socio-technical, and makes it necessary to model the structure-determining as well as the structure-determined processes.
by Philip Boxer
Strategy-at-the-edge requires that a double challenge be met which balances internal changes with external opportunities. The effects ladder provides a way of agreeing what this means for both customer and supplier where the customer’s demands are necessarily asymmetric.
by Philip Boxer I have always found Kolb’s experiential learning cycle a useful way of approaching the place of reflection in learning, for example in reflective learning, learning as a subversive activity, or judging the…
by Philip Boxer
The challenge was the hole-in-the-middle. This was too expensive to satisfy on a bespoke basis, and too complex to run on a commoditised basis. The challenge was to find ways of managing the relationship with the customer differently – the enterprise had to develop an approach to managing infrastructure that could be dynamically customised from the edge of the business.
by Philip Boxer
In what ways must our understanding of socio-technical systems be extended to build on their rich legacy?
by Philip Boxer
We situate leadership between the asymmetry of self and of other, which presents a challenge: in meeting the needs of the other, to what extent must leadership go beyond what it knows of itself? And by what authority will it choose to do so? These are the questions that we want to follow here.