by Philip Boxer BSc MBA PhD We have seen in distinguishing task systems, sentient organisation and sovereignty that an enterprise with supply-side sovereignty has no difficulty establishing its boundary or perimeter as an ‘open system’. Furthermore,…
Category: Stratification
The layering of the relationship between supply and asymmetric forms of demand.
by Philip Boxer BSc MBA PhD In distinguishing emergence from hierarchy, the stratified relation of novel emergence was described of a product produced from underlying component technologies. This relation was linked to the first asymmetric dilemma…
by Philip Boxer PhD Why the interest in stratification? A colleague, Simon Western, referred me recently to Actor-Network Theory and the work of Bruno Latour in the context of a conversation about the behaviour of…
by Philip Boxer BSc MBA PhD The case of the Homeless Charity uses a 4-quadrant/4-colour model for describing the ‘being’ of the enterprise. What does this mean? The behaviour of the enterprise reveals assumptions that are…
by Philip Boxer It is only with the full relational form that the ethos of action learning has to pervade the enterprise as a whole. Up to that point, the assumption the enterprise makes is…
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
This post provides a brief explanation of the three asymmetries, extracted from our Microsoft Architecture Journal article.