by Philip Boxer Consider the relationship between a client and a service supplier in which a problem is being presented. They can each ask “who knows who knows best” what to do about the problem,…
by Philip Boxer BSc MBA PhD Espoused theory, theory-in-use and the systemic Culture can be understood as the tacit assumptions reigning over ‘how we do things around here’. To some extent these can be drawn…
by Richard Veryard We can use the three asymmetries to appreciate different strategies for security and trust, such as deperimeterization. First we need some definitions: Boundary refers to a discontinuity in a physical system, Perimeter…
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.
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.