2. DISTRIBUTED AND INDIRECT LEARNING
3. DISTRIBUTION OF PROVISION (not power but provision)
4. ACCEPTANCE OF STANDARDS (identification and adoption of)
5. INCENTIVES & FUNDING MODELS (worth based / outcome based models)
X : Are you interested in container technology?
Me : No. I'm interested in the practices that emerge from industrialiation of technology. It's the practice that actually define the future, not the technology.
X : So, what are you interesting in?
Me : ... long list ...
2. DISTRIBUTED AND INDIRECT LEARNING
3. DISTRIBUTION OF PROVISION (not power but provision)
4. ACCEPTANCE OF STANDARDS (identification and adoption of)
5. INCENTIVES & FUNDING MODELS (worth based / outcome based models)
7. MANAGEMENT OF CONSTRAINTS (including enabling constraints)
8. FOCUS ON PRINCIPLES (over beliefs)
9. SUPPLY CHAIN MANAGEMENT
10. IMMERSION
12. SUSTAINABILITY (not just tickboxes in a CSR)
13. REUSABILITY (of components including exaptation)
14. MANAGING INERTIA (models for identifying and managing)
15. RESILIENCE (both engineering and ecological)
17. MANIPULATION (of perceptions and defense against)
18. SITUATIONAL AWARENESS
19. AUGMENTED INTELLIGENCE (not replacement of human capital but addition to)
20. REDUCTION OF WASTE
22. PROTECTIONISM (including conservation)
23. CORPORATE SHARING (including models for using open source)
24. ADAPTATION (anticipation of change and reacting to)
25. PERCEPTION OF TRUST (creation and maintenance)
27. SECURITY (in a virtual world including defense against deep fakes)
28. SOFT POWER (application to a corporate setting)
29. AUTONOMOUS (people and machines, structures and systems for)
30. SIMULATION (including digital twins)
32. AUTOMATION (of processes, identification of such)
33. LOCATION
34. DIVERSITY (creating sustainable and resilient systems)
35. SAFETY (including psychological)
37. LOGISTICS
38. EXPERIENTIAL MODELS (mechanisms of learning)
39. ASSET OPTIMISED BUSINESS MODELS
40. FORECASTING (and scenario planning)
41. AMORPHOUS BOUNDARIES (fluidity between systems)
Me : They are irrelevant to me. They do not define the future. They are a discrete technology looking for a set of practices to support it. What I concern myself with is what the future corporation looks like.
Me : Yes. Driven by underlying technology changes. How widespread and how relevant these practices are is another question that I'm exploring. Hidden within them are potential principles.
Me : Universally useful patterns, the sum of which I call doctrine. Take a company like Amazon, hand all its technology to a competitor like IBM, within 15 years Amazon will still come out on top ... why? ... better principles. Technology is not what matters.
Me : They are specifically the practices that are universally useful i.e. regardless of context. They are things you should do i.e. focus on user needs, understand what is being considered etc.
X : Aren't they values?
Me : Values are our beliefs.
Me : In some collectives you might value "integrity" or "honesty" or "God". Those are not a universal principles, it is a belief specific to that collective that may not hold up in some other collective.
Me : That is a practice which is context specific i.e. it holds up in some cases depending upon how evolved the thing is. It is not universal, it is not a principle. Depending upon context, six sigma might be better.
Values are things we believe in. They are beliefs of our collective.
Practices are the way we should do stuff. They are not beliefs, most are context specific.
Some practices are universal. They are principles.
Doctrine is the collection of principles.
People over process is a belief. A counter belief of process over people exists and can co-exist.
Use appropriate methods is the principle.
In mapping terms ...
Me : Seriously? I'm sure they are important to you. If they matter to you then they matter to you. I care about principles.
X : It seems very academic.
Me : Lol. Born in the fire of competition. It's anything but.
More from Simon Wardley
"Fifty-nine percent of those polled said they believed China will become more powerful than the U.S. within 10 years" - https://t.co/3vN4I1TjwP ... I hate to break it to you but it already is in many areas.
When I published this work (originally from 2015) - https://t.co/GYOItA3StZ - I did tend to get a lot of pushback from US folk when presenting it.
Six years later, less so.
I expect China to start to tackle inequality this year. It's the Achilles heel of the West. We have no response, nor Governments with the required skill, strategy or practice to respond.
We will ultimately face a more advanced, more wealthy and more equal society ...
... as that example of what "is possible" / "good looks like" shift to the East, we will face a painful shift as we question our own values including our kind of democracy. But in reality, the problem is not with our values but our shockingly poor standards of leadership.
X : Is this because of Trump?
Me : No, this has been going on since the 1990s. There has been no effective counterplay to the long game that Deng Xiaoping started. Just hubris, arrogance and exceptionalism with annual Economist articles on "How China will fall".
When I published this work (originally from 2015) - https://t.co/GYOItA3StZ - I did tend to get a lot of pushback from US folk when presenting it.
Six years later, less so.
Though advantage does not immediately translate to leadership, I suspect many underestimate China in the cloud - pic.twitter.com/TXIPk9TE5u
— Simon Wardley (@swardley) January 22, 2016
I expect China to start to tackle inequality this year. It's the Achilles heel of the West. We have no response, nor Governments with the required skill, strategy or practice to respond.
We will ultimately face a more advanced, more wealthy and more equal society ...
... as that example of what "is possible" / "good looks like" shift to the East, we will face a painful shift as we question our own values including our kind of democracy. But in reality, the problem is not with our values but our shockingly poor standards of leadership.
X : Is this because of Trump?
Me : No, this has been going on since the 1990s. There has been no effective counterplay to the long game that Deng Xiaoping started. Just hubris, arrogance and exceptionalism with annual Economist articles on "How China will fall".
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