by Philip Boxer PhD What follows is the abstract and presentation given as an invited talk at the School of Systems & Enterprises, Stevens Institute of Technology: The challenge Organisations driven to avoid losses and…
by Philip Boxer BSc MBA PhD John Kotter, in his article about how to stay competitive amid constant turbulence and disruption, introduces the idea of “two systems, one organisation”, one system being about the organisation…
by Philip Boxer BSc MBA PhD A provider-supplier may face new challenges when it becomes actively involved in supporting a client-purchaser’s experience of value. This depends on whether or not the client-purchaser’s experience of value…
by Philip Boxer BSc MBA PhD Much has been said on the subject of quality, including its tendency to focus on the quality of outputs rather than on the quality of outcome for the user…
by Philip Boxer PhD What distinguishes a platform strategy is the way it extracts value from the relationship to demand, not the characteristics of the platform itself.1 Richard Veryard asks does everyone (except Google) have…
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 Crises of delegation confront those at the top of hierarchies when their authority fails to be recognised by their followers i.e. when power-at-the-centre fails to command obedience. How are we to think…
by Philip Boxer In the previous blog I introduced the whole economy of leadership. Here I outline a case showing my diagnostic use of this economy. The case is about a non-profit organisation that had…
by Philip Boxer I describe an economy of leadership as the relationships between eight patterns of leadership in the way an organisation relates to its environments, four that address the development of the networks from…
by Philip Boxer My blog on Leadership at the Edge drew on eight leadership patterns in order to begin to describe the conditions for a successful edge organisation. Leadership resistance, or anti-patterns, were originally formulated in…