Professional Documents
Culture Documents
Purpose
Authors
0.2
Version
12/06/2019
Gov
Visible
Uncharted Industrialised
Public
Goodwill
UN
Trust
Healthy life
Treatment
Premiums
Information
Insurance
Value Chain
NSO
Hospitals
Models &
Insight
Processing
Invisible
Data
Trust
Healthy life
Legislation Treatment
Privacy Premiums
Information
Insurance Assurance
Value Chain
NSO
Hospitals
Data
Trust
Healthy life
Legislation Treatment
Privacy Premiums
Information
Insurance Assurance
Value Chain
NSO
Hospitals
Business Rules
Smart
Invisible
Data
Contract
MPC BlockChain
NSO
Value Chain
Sources
Survey tool
Invisible
Processing Storage
NSO
Value Chain
Sources
Survey tool
Invisible
Processing Storage
UN
Improve Trust
Global
End
Economy
Poverty
Population
location Movement from A
to B
All season roads
Sources
Survey tool
Invisible
Processing Storage
Funding (donation /
receipt)
Goodwill
UN Public
Improve Trust
Global
End
Economy
Poverty
Population
location Movement from A
to B
All season roads
Sources
Survey tool
Invisible
Processing Storage
Funding (donation /
receipt)
Goodwill
UN Public
Improve Trust
Global
End
Economy
Poverty
Population
location Movement from A
to B
All season roads
Sources
Survey tool
Invisible
Processing Storage
Funding (donation /
receipt)
Goodwill
UN Public
Improve Trust
Global
End
Economy
Poverty
Population
location Movement from A
to B
All season roads
Sources
Survey tool
Invisible
Methods
Processing Storage
Trust
Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
Visible
Uncharted NSO Industrialised
Sources
Survey tool
Value Chain
Processing
Storage
Invisible
Sources
Survey tool
Value Chain
Processing
Storage
Invisible
Sources
Survey tool
Value Chain
Processing
Storage
Methods
Data
Sources
Survey tool
Value Chain
Processing
Storage
Methods
Data
Sources
Survey tool
Value Chain
Processing
Storage
Methods
Trust
Data
Sources
Survey tool
Value Chain
Processing
Storage
Methods
+Inertia
Trust
Data
Sources
Survey tool
Value Chain
Processing
Storage
Methods
Trust
Data
Sources
Survey tool
outsource to utility suppliers,
Six Sigma
Value Chain
Trust
Data
CUP
TEA
Value Chain
STAFF
HOT WATER
KETTLE WATER
Invisible
POWER
BUSINESS PUBLIC
Chaotic Ordered
Known
Uncertain
Measured
Unpredictable
CUP OF TEA Stable
Changing CUP
Standard
Different
TEA Obvious
Exciting
Value Chain
POWER
BUSINESS PUBLIC
Company unit
Revenue 0.55 +$0.55
Cost of Goods sold 0.40 +$0.05
Tea 0.15
Water 0.05 CUP OF TEA
+$0.05 CUP
Power 0.05
Staff 0.10 +$0.15
+$0.10
Cup 0.05 TEA
Value Chain
KETTLE WATER
+use standard kettles
+$0.05
Invisible
POWER
HR (8)
Doctrine
Bias Compute (12)
2
3 Doctrine
Lexicon Power (15)
Component past or future(red) A single entity in a map e.g. an activity , practice , data ,or knowledge
Flow A flow of capital (e.g. risk, financial, physical, social) between components
Area of interest / focus / cell An area of interest, something worth noting e.g. components designated to a team
Method build in-house with agile use off the shelf products. outsource to utility suppliers.
techniques Lean Six Sigma
Ubiquity Rare Slowly increasing Rapidly increasing Widespread in the applicable market / ecosystem
Focused on build / construct / awareness and learning / Maintenance / operations / installation / comparison between
Describe the wonder of the thing / the discovery of some Focused on use / increasingly an accepted, almost
Publication Types many models of explanation / no accepted forms / a competing forms / feature analysis e.g. merits of one model
marvel / a new land / an unknown frontier invisible component
wild west. over another
General Properties
Forming market / an array of competing forms and Growing market / consolidation to a few competing but more
Market Undefined market Mature market / stabilised to an accepted form
different models of understanding accepted forms.
Knowledge management Uncertain Learning on use / focused on testing prediction Learning on operation / using prediction / verification known / accepted
Future source of competitive advantage / unpredictable / Seen as a competitive advantage / a differential / Advantage through implementation / features / this model is Cost of doing business /
Perception in Indusry
unknown looking for ROI and case examples better than that accepted / specific defined models
Market action Gambling / driven by gut Exploring a "found" value Market analysis / listening to customers Metric driven / build what is needed
Efficiency Reducing the cost of change (experimentation) Reducing cost of waste (Learning) Reducing cost of waste (Learning) Reducing cost of deviation (Volume)
Decision Drivers Heritage / culture Analysis & synthesis Analysis & synthesis Previous experience
Category Example Tactic to counter Counter points and messaging
Change of business relationship (loss of social
Vendor Management Right for its time / Past has evolved / Point to other departments / Lead the charge
capital)
Asset write down / Look to sweat and dump or dispose / Point to savings vs increasing running
Loss of existing financial or physical capital Future Planning
Disruption of Past costs of legacy
Norms
Loss of political capital Modernisation Emphasis on future agility & efficiency / Make the business aware / Building for the future
Investment in knowledge capital Training Cost of acquiring external skills will be high / motivation of staff
Cost of acquiring new skillsets Organisational development Develop capabilities in-house / use hack days / use conferences / create centres of gravity
Transition to the
New
Investment in new business relationships Vendor Management Developing relationships with the right suppliers / understanding the market
Changes to governance, management and practices Awareness of Co-evolution Practices have to adapt as activities evolve / Point to other past practices
Use and development of standards, open source options, limit feature use to reduce lock-in, use
Lack of second sourcing options Supply Chain Management
of abstraction layers)
Agency of the New
Lack of pricing competition Market Analysis Single or multiple vendors, examine switching costs, use of brokers
Examine buyer / supplier relationship, understand the market is commoditising and is now a
Loss of strategic control Strategic Planning
volume operations game)
Declining unit value Awareness of Evolution Avoid death spiral, Look at alternative opportunities e.g. ecosystem use
External financial markets reinforce existing models Analyst Relationships Spinning a future story