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.
by Philip Boxer
A proactive, demand-driven East-West dominant approach is needed to achieving step-change. A North-South dominant approach, based on encouraging Trusts to make step-changes through implementing published best practice guidelines, cannot work because it cannot deal with the complexity.
by Philip Boxer The different kinds of value proposition at the edge involve different kinds of relationship to the user as follows 1: With r-type propositions, there is no relationship to the user’s situation, the…
by Philip Boxer
Different kinds of service are described, depending on the way in which a customer chooses to internalise or externalise its learning as it responds to its own value deficit.
by Philip Boxer
In modelling structure-determined processes, we can take the ‘vertical’ axis as a given, and elaborate the ‘horizontal’ within its terms. But in structure-determining processes, we have to start with the particular ‘horizontal’ relations to context-of-use, and then examine the ways in which they are supported and/or restricted by the ‘vertical’ axis.
by Philip Boxer
In the blog on East-West Dominance, we talked about taking power to the edge, but where is this ‘edge’? Where is it? This is a question of what forms of competitive advantage the organisation can create.
by Philip Boxer
We need to learn about how to model the structure-determining processes of the organisation-in-context as well as the structure-determined processes of the systems the organisation uses.
by Richard Veryard
There are increasing problems with cross-subsidy in many industries, as the once predictable linkages between the loss-making elements and the profitable elements are eroded. This in turn calls into question the integration logic (“North-South”) on which many large firms are (have been) based. To support a relational strategy instead of a positional strategy, such firms must develop a new kind of integration logic (“East-West”).