by Philip Boxer The presentation describing this pathway within the 3rd epoch domain explores how are individuals to adapting to taking up roles within networked collaborations? To be edge-driven, individuals must be driven more by…
Category: Double Challenge
Questioning the form of the relation to both demand and to authorisation.
by Philip Boxer I’ve just been listening to a press briefing being given by President Trump and his team yesterday… two things struck me as very interesting. He was asked by a reporter what he…
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.
by Richard Veryard
Philip’s post on Managing over the whole governance cycle draws on some important work by Max Boisot, and I wanted to expand on this a little.
by Philip Boxer
It is the personal nature of the response to the customer that distinguishes taking power to the edge of the organisation. It used to be possible to rely on ‘free’ market processes for creating such innovations, but in the 21st Century the whole cycle has to be managed. This presents those leading at the edge with a double challenge, but it also presents business leadership with the need to develop a capacity for asymmetric governance.
by Philip Boxer
The double challenge involves not only responding to the customer’s demand at the edge, but also creating the organisational context that will sustain that response.
by Philip Boxer
Asymmetric demands require you to pay attention to what you don’t know…