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The introduction of Lean methods has had mixed success and is properly considered a life long journey for problem solving, innovation and heightening morale. But reality can be very different if only linked to management and production practices such as six sigma and value stream analysis. These are often conducted within a top down, command and control structure with the intention of driving out variation, - and with a focus that is predominantly on incremental creativity in order to lower risk.

Indeed, leaders in the “Lean movement” have indicated a wish to remove the word “Lean” from their vocabulary. Lean remains a transaction view of the world, where the only deliverables that have value are those that go directly to the end customer. Anything else is treated like an event, not a value transaction between participants working together.

Further, the background situation in the United Kingdom is now less predictable than at any time for decades, and for the foreseeable future, so should we be more tolerant of emergent solutions co-created informally, yet within auditable, trusting environments?

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Is a subtle change now needed in approach in order more fully to:

  • recognise and absorb both incremental and radical, even disruptive, variation in customer requirements, supplier capabilities and a host of other factors in a businesses’ supply chain and entire ecosystem 
  • pinpoint remedial action for change,  growth and success based on both a Lean transactional view AND a relationship perspective in which both formal and informal contributions can be assessed, as needed, in ANY or EVERY exchange?
     

Usefully, to that end, a different perspective, value networks and analysis, on how organisations really work, complete with supporting simple tools for analysis and engagement, is available. It is recommended to fill the gap between:

  • the formal hierarchy required for control of the formal processes and
  • management guided, self-organising informal networks of co-creative peer to peer collaboration, characterised by:  
    • participants behaving with integrity, guided by ethical principles
    • leading to trusting relationships and exchange of intangible deliverables
    • that can be converted to tangible deliverables of higher perceived value.

Read the white paper here

You are at http://tinyurl.com/ct7xagu

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First Economic Model

Adam Smith (1723-1790) and his concept of “the invisible hand” has been a useful historical reference point in judging how far regulation of affairs should be extended after the banking crisis. For example, see here.

Smith was one of the developers of classical economics, itself probably the first modern school of economic thought. But who influenced Adam Smith, apart from such notables as:-

> Frances Hutcheson (1694- 1746) his professor at Glasgow University
> David Hume (1711-1776)
> Bernard de Mandeville (1670-1733)?

His early career was spent in France with the French Society of Physiocrats. One of their number, Francois Quesnay (1694-1774), outlined in 1759 his "Tableau Economique," the first known economic model. This lay the foundation of the Physiocrats' economic theories and, together with writing and money, they were regarded by Smith as being the three great inventions which had contributed to the stability of political societies.

More recent analyses of the model help in interpreting the "Tableau" and enable the first value exchange system view of an economic model to be constructed as follows (for the value network space).

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The diagram shows the three "classes," as role plays as follows:-

> The Proprietary class - as Landowner (also known as Landlord)
> The Productive class - as Farmer and Farmhand
> The Sterile class - as Artisan and Merchant

Two new role plays are introduced to represent "Markets" as a place for the exchange of goods:-

> Manufacturers marketeers and
> Agricultures marketeers

The exchanges of value are shown as transactions with tangible deliverables designated "m" or "g", such that "300 g," for example, means 300 units of goods or services (with further description added as needed) and "300 m" means 300 units of money.

You can also add the sequence of transaction. For example, I have shown the first four (1) to (4), following the assumption made in the model that the Proprietary class spent all they received from renting their land on agricultural and manufactured products, thus keeping the economy working through their "contribution."

Omitted from the value exchanges are the actual stocks of goods and money residing within each group playing the roles. These would be represented, today, in the data tables associated with the work flow implementation of the Value Exchange System (VES).

What the "Tableau" omits is all the informal flow that enables societies to function! What we see here is only the mechanical system at work which could, possibly, have influenced Adam Smith to note that the subdivision of labour induced a certain "stupidity of mind," and spurred him to write the "Theory of Moral Sentiments" before his epic "Wealth of Nations!"

A description of the model can be seen on Wikipedia. I have removed the $ sign!

Having been through this exercise, it is interesting to surmise how both Quesnay and subsequent economists would have benefited from a knowledge of VES in visualising how the economy really worked. Certainly, with its simple handling of system dynamics and centrality of the human element, we may have reached somewhat sooner (by 200 years perhaps) current trends to radically remake economics. The paradigm shift embodied in "Complexity Economics" has paved the way for economists to approach in their own way "Edge-of-Chaos" conditions we now face.

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With businesses on the "edge-of-chaos" for the foreseeable future in the UK, the combination of co-creative effort to change processes must be supported by technologies that enable with fully operational systems to be deployed in quick time. Usefully, quantum co-creativity (to capture the current vogue for anything "quantum!") is a positive and highly achievable activity made possible with proven techniques for combining decade old methods:-

> value networks (an open source approach)
> declarative language orchestration of business models (developed by Procession plc)
assisted by:-

> Synchronous Leadership and other approaches relevant to the 21st century generically described as "Discovery Leadership and Management."

A current embodiment of "Rapid Synchronous Process Change" is provided below for a simple system for making a holiday request. The overlay of the value network over the work flow is illustrated .


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The full sequence that moves from the value network view to a work flow is shown in the link following.

In practice, the completion of the prototype IS a working system. Adaptation is easily achieved.
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"Edge-of-Chaos"

An unprecedented combination of political, economic, social, technological, environmental and legal (PESTEL) factors is creating an “edge of chaos” (see 1) below) condition in the United Kingdom for the next five to 10 years as we realign interests, ambitions and means with changes in mood and conscience.

Usefully for businesses, this challenge to survival can create a “bulldog” mood to win against the odds and pull together in adversity.

But we do need to discover approaches to leadership and management that are compatible with sustained “edge of chaos” business situations. “Discovery Leadership and Management”, orignally announced here, is suggested as an umbrella term for a range of leadership and / or management styles and approaches that will serve stakeholder involvements optimally whatever the situation.

The following visual portrays four possible views we can take of an organisation as we move from a conventional 19th century mechanical system view to a more appropriate living, adaptive system view. Overriding both of these is our current mood. And, as we reflect on our current and future state of global health, we examine our conscience and deep down discover our true purpose, if we are lucky, and find the energy to initiate, or, at the very least, participate in changes that conform to enabling our personal vision.


You can download the complete visual here..
Discovery Leadership and Management.pdf
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Further, three visuals are offered below as a reference for continued dialogue as blueprints for opportunity:-

1) The impact of external events viewed as the balance between ordered and emergent situations...
"Edge-of-chaos" tends to arise when we experience complicated or complex arrangements of activities (shown as tasks or processes below) in combination with extreme difficulty in predicting the future within our chosen horizon or "radar" scan.


2) The engagement and energy of staff at different stages of business maturity and the shifts in perception required...


3) The oportunity for converting external threats to new gains by adopting a different (value network) way of conceiving how work is really done.


The complete set of slides which includes the introduction of value networks /VES and acknowledgements is attached below . Please note that the slides are not accompanied by explanatory text ......
Opportunity blueprint.pdf

You are at http://tinyurl.com/yhwavs3

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As we enter a new decade, our mood, guided by our conscience will greatly influence our collective contributions in the UK to enterprise survival and success. Refer to blog here.)

It is appropriate to seek guidance from key figureheads with a long term view:

- Her Majesty, The Queen and
- His Grace, The Archbishop of Canterbury, Rowan Williams

Accordingly, the following are extracts from addresses by the above at the turn of the decade (2009/2010) with passages that are notable for me highlighted.

The Queen's Speech.....

"It is sixty years since the Commonwealth was created and today, with more than a billion of its members under the age of 25, the organisation remains a strong and practical force for good. Recently I attended the Commonwealth Heads of Government Meeting in Trinidad and Tobago and heard how important the Commonwealth is to young people.

New communication technologies allow them to reach out to the wider world and share their experiences and viewpoints. For many, the practical assistance and networks of the Commonwealth can give skills, lend advice and encourage enterprise.

It is inspiring to learn of some of the work being done by these young people, who bring creativity and innovation to the challenges they face.

It is important to keep discussing issues that concern us all – there can be no more valuable role for our family of nations.

I have been closely associated with the Commonwealth through most of its existence. The personal and living bond I have enjoyed with leaders, and with people the world over, has always been more important in promoting our unity than symbolism alone. The Commonwealth is not an organisation with a mission. It is rather an opportunity for its people to work together to achieve practical solutions to problems.

In many aspects of our lives, whether in sport, the environment, business or culture, the Commonwealth connection remains vivid and enriching. It is, in lots of ways, the face of the future. And with continuing support and dedication, I am confident that this diverse Commonwealth of nations can strengthen the common bond that transcends politics, religion, race and economic circumstances....

....Christians are taught to love their neighbours, having compassion and concern, and being ready to undertake charity and voluntary work to ease the burden of deprivation and disadvantage. We may ourselves be confronted by a bewildering array of difficulties and challenges, but we must never cease to work for a better future for ourselves and for others

The full text is here ... http://tinyurl.com/ycyv2ha

The Archbishop's New Year message for 2010.....

Remember New Year's Eve ten years ago? All our family piled out of doors to watch the fireworks all around the horizon.

And the start of the new millennium was a moment for fireworks, a moment of real excitement. At one level it may just have been a flipping over of the calendar, just a date in the book. But for so many people it represented something we all dream about – a change in the sort of world we live in, a change that could bring us that bit closer to a world where cruelty, suffering and unfairness get dealt with properly..........

...And it's true that it has been a terrible and gruelling ten years in all kinds of ways, with terrorism and war and natural disaster and the financial collapse of the last fifteen months. Plenty there to distract us, you might well think.

But before we do shrug our shoulders and lower our expectations, let's not lose sight of one enormous lesson we can learn from the last decade. The truth is that there are fewer and fewer problems in our world that are just local. Suffering and risk spread across boundaries, even that biggest of all boundaries between the rich and the poor. Crises don't stop at national frontiers. It's one thing that terrorism and environmental challenge and epidemic disease have taught us.

We share the risks. The big question is, can we share the hopes and create the possibilities? Because it's when we do share the hopes that we really see what it is to belong together as human beings, discovering our own humanity as we honour the human dignity of others.

If we look back, quite a bit has been achieved. There is hope but so much remains to be done: each year, nine million children still die before reaching their fifth birthday – from avoidable disease, from violence and undernourishment.
....................

... it's about not losing our hope for change and our love and respect for the dignity of everyone. In a world where risk and suffering are everybody's problem, the needs of our neighbours are the needs of the whole human family. Let's respond just as we do when our immediate family is in need or trouble. We may be amazed by the difference we can make.

God help you make a difference; and God bless you all and those you love in this coming year.


You are at http://tinyurl.com/yz6ndtx

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Today is auspicious as it marks the introduction of a new phrase on the Internet - Discovery Leadership and Management (TM). Note the italics, which adds distinction to the mark. The mark will be removed as soon as possible.

Is it coincidence that a search on Google revealed only two similar groupings of words?

>>> drug discovery leadership and management, when my daughter is Senior Manager of Medical Writing with a leading, global clinical research company
>>> Antarctica discovery leadership and management, when my son is contemplating his next move with team colleagues after having been accepted for the 2012-2013 Antarctic Race

Discovery Leadership and Management (TM) will be used to enable people and organisations to thrive in the 21st century despite the increasing unpredictability of events.

The visusal that supports this is now in the hands of a select group of SME's in the UK. Their opportunity is to experience and mould a new way of working that equips them for unpredictable times and discover the joy of co-creative achievement at every level.

A key underpinning discipline is now the Value Exchange System (VES), governed by overarching organising principles, and a reformulation of VNA depicted in the figure below.

Responsibility for this announcement must rest with me, but I have been influenced to take action by many colleagues, in particular:

Dr Charles Savage, author of "5th Generation Management" on leadership and management issues.

David Chassels CA, CEO of Procession, on adaptable work flow design.


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Further announcements will be made as events unfold. See comments below.

This is also a special time for all managers in the UK who are members of the Chartered Management Institute (CMI). A CMI Manifesto has been launched, focused on improving management and leadership skills in the UK. Seek it out and sign up if appropriate.

Discovery Management and Leadership is given further context here.

You are at http://tinyurl.com/y8cbd6p
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Announcing "quantum co-creativity (TM)"

The world and its people are currently in a mess!

Solutions must incorporate systemic understanding and stakeholder interest and influence, preferably with transparency.

19 th century management principles are gradually being adapted to incorporate practice that is found in a new generation of inhabitants that know how to use social media and global networks to good effect.

In parallel, there are traditions that believe that we are co-creators not just with one another but with a Divine Creator to ensure the care of a groaning earth and its restoration for being fit for purpose for future generations. Currently, there are almost 35,000 references to co-creativity on the web,

At this point I acknowledge the influence of David Welbourn, co-author of "The spirit at work phenomenon," Dr Charles Savage, author of 5th Generation Management - Co-creating through Virtual Enterprising, Dynamic Teaming, and Knowledge Networking," (still fresh after 13 years), George Por for his insights on "Collective Intelligence," and Verna Allee, the main original contributor and developer of the value network approach.

Building on the shoulders of giants in their fields attention is now drawn to the work of Hubert Saint-Onge, an originator of the knowledge management movement and his new co-authored book with Jay Chatzkel, "Beyond the Deal," which outlines an approach to achieve quantum leaps in corporate performance.

So, now is the time for me to introduce the phrase "quantum co-creativity" quietly before the full fanfare heralds in this new force for transformation between people.

This is not the place to describe its effects and meaning, but you can see the context for the phrase in the diagram following which traces connections from our origins as single cells to the complex organisations of the present. The value network approach is used as a framework to connect the parts, including the combination and interaction of both formal workflow AND informal networks that generate value in organisations. In the words of Joan Bird, "Uniquely, VNA (value networks and analysis) maps intangibles, allowing better understanding and directional intervention and transformation."

A movement is under way to assimilate the significance of Quantum Co-Creativity, so join the group here for further guidance.


You are at http://tinyurl.com/yars5a3
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Passion!

Wonderful!

Gary Hamel, in his book "The Future of Management" poses a direct challenge to all involved with management innovation - how to reinvent our management systems so they inspire human beings to bring all of their capabilities to work every day?

He suggests that human capabilities that contribute to success can be arranged in a hierarchy. At baseline bottom is the ability to take direction and to follow rules - obedience. Next is diligence, which is necessary for accountability. And so on, up to passion - the "secret source" that turns intent into accomplishment. Passion is contagious and "turns one-person crusades into mass movements."

"One person with passion is better than forty people merely interested," wrote E.M.Forster, the English novelist.

Ranking these capabilities in terms of relative contribution to value creation, where efficiency and discipline are taken for granted, Hamel suggests the following order…..

Read this as meaning that obedience, far from literally being worth nothing - a company without rules would soon descend into anarchy - in rule following employees is, nevertheless, "worth zip in terms of the competitive advantage they generate," says Hamel.

So, in terms of value creation, where do we find the capabilities carrying most weight being manifested? Are they most prevalent in the lean managed, six sigma'd, work flow and and highly rgulated processes, or in those irrepressible and splendid informal networks?

Usefully, in order to find out, the value network approach combines both informal networks and formal processes to provide that unique dynamic diagnostic tool for highlighting where organisations need to take remedial action for change, growth and success.

Value networks and analysis (VNA) reveals the hidden connections when inspired and impassioned people create outstanding results together!

You are at http://tinyurl.com/y9ebjff

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A journey along a spiritual path....

2009

The life coach said: “Set your troubled heart at rest. Trust in my methods and spiritual science. There are many Universal Laws that you can use to create the life you want. If that were not so, I would not have told you so, for I am going to be your guide. And if I go and replenish the secrets of success that worked in my life, I shall come back to you and take you under my wing, so that you may also connect through Universal Consciousness and know the internal processes to apply.

The client said, “Master, I do not understand Universal Consciousness and why the Universal Laws work.”

The life coach replied, “I am the way, the truth and the life; no one achieves true Prosperity except by me. Peace, light and love is my parting gift to you, such as you will find nowhere else. Set your troubled heart at rest, and banish your fears.”

Written AD 70 ish, attributed to one called John

“Set your troubled hearts at rest. Trust in God always; trust also in me. There are many dwelling-place in my Father’s house; if it were not so I should not have told you; for I am going to prepare a place for you. And if I go and prepare a place for you, I shall come again and take you to myself, so that where I am you may be also; and you know the way I am taking.”

Thomas said, “Lord, we do not know where you are going, so how can we know the way?”

Jesus replied, “I am the way, the truth, and the life; no one comes to the Father except by me.
“Peace is my parting gift to you, my own peace, such as the world cannot give. Set your troubled hearts at rest, and banish your fears.”

(The Holy Bible, New Testament, John 14:verses1-6 & verse 27)

Exercise in the "Art of Allowing"
(Adapted from the words of the His Grace, the Archbishop of Canterbury, at Lambeth Palace, on 9th April, 2009, at a private funeral service of a friend).

Allow the Grace of God to be with ourselves, so that we can be at home with ourselves and so welcome others. Be at home with our values and vision and at home with God, and relationships will be built up. If we trust in God always, we can believe in being welcome wherever we are, whatever steps we take.

“Be with me,” said Jesus, “be in my company along your way.”

_______________________________________________________________________

Questions:

Is there sufficient and adequate evidence for the message from the AD 70 "coach" to supplement or replace the first version offered by many modern day coaches?

What is the nature of authority?

What is the relationship between faith and scientific reality?

Is a win - win combination available in the 21st century? Should one aspire to one?

 

You are at http://tinyurl.com/5s8n6py

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Stirring Spirit

Applying spirit at work implies invoking it. But now we confront an obstacle!

Matters of the spirit have traditionally been almost the exclusive domain of the "Religions" in the Western World. Yet, one of the main objections to religion in the workplace is that it is a source of division rather than inspiration. In a non Islamic country, (in Islamic countries, being called to prayer during working hours is routine) it could be most disturbing and resented for a Chief Executive of a particular religious persuasion when trying to bring spiritual principles to bear in their companies to force a particular brand of religion on their staff. Additionally, in the US, it would constitute an infringement of the Second Amendment to the American Constitution, which stipulates that people should be free to pursue the religion of their choice.

However, there are many lessons to be learned from Religions and many terms have been adopted by "management."

A common ground that underpins much coaching work is the "Spirit at Work" (SaW) movement, where spirituality helps us in our struggle to determine who we are (our being) and how to live our lives in this world, even at work, (our doing).

Now, a useful starting point is to learn from the wisdom of the past and integrate that with the new knowledge we accumulate and new experiences we encounter.

So, how could a person with a particular religious faith or leaning proceed in order to usefully relate and connect in a relationship of Divine knowledge co-creation?

One route, offered by authors on the spirit at work phenomena, is to suggest that adherents to any one faith adopt a different style - a new paradigm that will better support appropriate conversation.

We can then, in accepting our modern world, more readily become creatively critical of it as we negotiate our own self-interest and beliefs in our value networking!

The table below provides some suggestions. Certainly, in my own experience as a traditional Anglican, it has been most helpful to read more of the dynamics of the world's largest religion, and the inherent challenges it posed both historically, and now, in making sense of life (a).

Yet, another view and approach to achieve transformations from a non religious, almost anti-religious yet loving viewpoint, with great power can be found here (b).

I wonder what may be stirring now.

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Features of a religion supporting relatedness.jpg

(a) "Christianity - an introduction," 2007, Alister E. McGrath (Former Professor of Historical Theology at Oxford University), Blackwell publishing.

(b) "The breakthrough experience," 2002, Dr John Demartini, Hay House.

Any more good references to other religions would be welcome.

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City firm adds value networks to portfolio

Blackstone Franks is a progressive firm of chartered accountants based in the City of London.

Recognising that company agility and adaptability is key to survival and growth, it has now added value network analysis (VNA) to its portfolio of diagnostic and supporting services. One development is to add VNA to the Activity Review Chart, shown below, which can be used in conversation with SME owners when reviewing their current and future needs.

The firm is no stranger to value networks. It played a leading role in helping visualise the roles played by participants in grooming businesses for sale- demonstrating that it is not a linear process, but one of many interactions in a complex web of inter-relationships. An article on that is here.


Activity Review Chart DM mb.gif

Founded in 1976, Blackstone Franks enjoys a strong reputation both within and without the accountancy profession. It offers:

i) Innovation. Since inception, Blackstone Franks has been at the forefront of developments in the financial world, helping clients to create, conserve and realise their wealth, including pioneering the management buy-out movement in the early 1980's

ii) A very strong technical capacity. For example, in taxation, partner Robert Maas is one of the leading UK practitioners. Former Chairman of the Institute of Chartered Accountants Technical Tax Committee, and author of numerous standard publications, he is one of the foremost authorities on UK tax.

You can read more about Blackstone Franks here, and the use of an earlier version of the Activity Review Chart..ABOUT BLACKSTONE FRANKS v3.pdf

You are here:.. http://tinyurl.com/nxqr5m
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Entrepreneurs develop their business model

This note describes how entrepreneurs benefited from using value networks to underpin their thinking and strategy, having initially practised their pitch within an environment supportive of those aspiring to entrepreneurship. The initial random contact was made at a Regional Meeting of Ecademy in Weybridge with Paul Harvey.

The 3Cs Community (www.3cscommunity.com) in the UK is focussed on encouraging entrepreneurship in a supportive atmosphere and receives sponsorship in the form of meeting facilities from a range of organisations - professional firms, research and academic institutions, libraries.

One of the business pitches in May was by Bio Music, whom I introduced, and subsequently suggested they use the value network approach to further refine their business planning.

This note briefly describes the process we undertook to apply value networks over a period of two months.

Developing the Discovery Map

The first conversation was to allow the business owner / CEO to develop what I call a Discovery Map, underpinned by the value network way of representing the key role plays and both formal and informal flows. This was done in free style with a large piece of paper, pens and sticky notes and took about two hours of time together. A tidied up version is shown below.

Data was then fed into a proprietary analysis and report generator tool and sample outputs obtained and distributed.

A comment from the owner at this point is included below the map.

Discovery Map of the Bio Music Business

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"Dear David, Just wanted to say, once again, a very big thank you for yesterday’s session at the ICE and for your invaluable input in helping us identify the ‘mechanics’ of our business, which, I find, has greatly helped us to pin-point the priorities to make and the strategy to follow up in order to achieve the overall goal of a global success.

Please let me know if I can be of any assistance to you in your future presentations of our business model or in any other way at all.

I look forward to receiving your final map in due course and to see you again in the near future, most likely at a future 3Cs event, if not before…

All the very best,

Jean-Louis
Loriana Music"


Developing the business model and strategy blueprint

The next stage was to involve another key member of the team, Paul Harvey, and allow both to co-develop a business model that incorporated the business strategy. This means using the Discovery map to tease out and use further components that addressed the key questions of "What should we be doing and when?" and " Who will do it and why?"

The technique used in this case was to project the Discovery map (as the underpinning value network) on to the wall which was covered with a large blank sheet of paper. The facilitated conversation was a mix of standard value network analysis subjects, interlaced with strategy considerations, extended over a working day with a break for lunch. The value network was extended by adding new deliverables, highlighting cash flows, and adding the sequence of the flow of deliverables. (Called transactions in the methodology). Some role plays / participants were removed for strategic reasons.

The resulting drawing is shown in the photograph below.

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Subsequently, a neat version of the map was created and a nice twist added to the title to create....

A vibrational pull business model.

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"Vibrational pull" resonates particularly well in this case for two reasons:

>>> The marketing approach is geared up to the "pull" from potential served markets as opposed to "product push"

>>> The product itself features vibrations of a special nature

This represents the current position. The diagram is now available for use in conveying, through conversation, the dynamics of the emerging and developing business. It can also be used to progress to creating the Business process blueprint and technology blueprints which create prototype and working workflow systems in quick time.

A final word from the entrepreneur..

"Dear David

Many thanks for the Bio Music Vibrational Pull Model.
It seems all fine to me.

Thank you also for the value network map attached to your email.
It does show how valuable the exercise of creating a value network map is in order to enable a clear overview of a business model and to facilitate the process of elaborating the changes required.
I like this a lot!

Best regards,

Jean-Louis
Loriana Music
www.biomusic-6in1.net"


You are at http://tinyurl.com/nqkrzl

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David is one of the co-founders of 3Cs Community and served on the Board of Directors of the servicing company for many years.

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Swine Flu - impressions of the virus

How can CEOs benefit from a knowledge of viruses?

Maybe they can point to the flu strain's apparent capacity for both incremental innovation (genetic drift) and disruptive innovation (genetic shift) as an exemplar of good practice for use in an organisational setting. Its capacity to adapt and survive against threats to its existence is only marred by its propensity to kill off its hosts / customers too early in the relationship before infection can spread!

So, how does the human body adapts to survive without our even thinking about it? The following description shows how.

The immune system’s role is to identify the enemies that are attacking the body and then to destroy them. These enemies include foreign agents such as bacteria and viruses as well as our own cells that become defective.

You can see how in the diagram following. Follow the sequence 1 to 7. Note the potentially supporting role of "nutrients." You never hear that from the UK NHS; just the role of drugs, unfortunately.


Source F:\energy4living\Swine flu material\Immune System

There are four levels to our defences: some of the main components are shown here.

Apart from our skin, the first level contains the digestive tract which lets in food, and the lungs, which let in air.

Within the digestive tract is the “gut-asssociated immune system”, which is programmed to prevent incompletely digested foods from entering the bloodstream and causing immune reactions and eventually allergies.

The nasal passages help to prevent unwanted agents from entering the lungs. Healthy, strong mucous membranes in the respiratory and digestive tract are the first line of defence against invaders.

Once inside the body, the immune system has an army of special cells to deal with invaders. These defenders differ in their function and territory. For example, some cells operate in the blood, keeping an eye out for invaders. The three main types of immune cells found in the blood, collectively called white cells, are B-cells, T-cells and macrophages.

B-cells or B-lymphocytes are produced in an antibody for each specific invader or antigen. When a B-cell comes into contact with an antigen it grows larger and divides into several cells which secrete specific antibodies that latch on to the invader. Antibodies cannot destroy bacteria or viruses, but they do give them a hard time. They stop bacteria producing toxins, and they prevent viruses from entering body cells. Since a virus cannot reproduce unless it enters a body cell and takes over the cell’s control centre, reprogramming it to produce more viruses, antibodies are a major nuisance for viruses. Antibodies also whistle up other, more belligerent members of the immune army, such as T-cells.

T-cells or T- lymphocytes are derived from the thymus gland at the top of the chest. There are three kinds: T-helpers, T-suppressors and NK (natural killers). NK cells produce toxins that can destroy the invader. T-helpers help to activate B-cells to produce antigens, while T-suppressors turn off the reactions once the battle is won. Normally, there are roughly twice as many T-helpers as T-suppressors. In AIDS the HIV virus selectively destroys T-helpers, resulting in too many T-suppressors which depress the immune system, leaving the sufferer susceptible to other infections.

At any time there are a small number of immune cells roaming the body. Many of the have only a short life: T-cells, for example, live for about four days. When an invader is identified, new troops are produced in the bone marrow and thymus and posted to other areas such as lymph nodes, the tonsils, appendix, spleen and Peyer’s patches. Lymphatic vessels drain into these areas, bringing in invaders to be destroyed. That is why lymph nodes, for example in the neck, armpits and groin, become inflamed during an infection. This means they are doing their job. Since the lymphatic system does not have a pump, lymphatic fluid is moved along by muscle movement – so physical exercise is important for lymphatic
drainage.”


Since anti viral drugs inhibit replication of viruses, there is no point in taking them until infected.

On the other hand, a vaccine stimulates antibodies to fight a specific strain - the body is given a memory of something it must fight. Get the strain wrong, or be behind a virus' mutation, it may become less effective, or even useless.

So, maybe a little bit of thought, using value networks, can reveal how an organisation of people can reconfigure for both incremental and disruptive innovation.

Please note the form of diagram shown above is not the same as a value network. Spot the difference.
There will be no prize for the answer. Knowing is enough.

You are at http://tinyurl.com/ylpksjq

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[Before getting to the meat, perhaps it is worth reflecting on the effectiveness of the value network that one of the main characters, St Paul, mentioned below, created. Is it time to re-examine how he cultivated and facilitated it through his journeys and letters? Maybe it is also time for the Church of England or the Roman Catholic Church to discover their existing value networks and co-create a more effective model for communicating, both formally and informally. The structures will follow suit in their own time]

I reproduce views from two very senior figures who represent the tradition of religious faith in the UK. The first is a response given to the revelations of expense claims by UK Members of Parliament last May. The other is offered by senior figure on his installation in a new leadership role.

The question “What can I get away with without technically breaching the regulations?” is not a good basis for any professional behaviour that has real integrity, writes Rowan Williams, the Anglican Church of England Archbishop of Canterbury, in The Times:-

http://www.timesonline.co.uk/tol/comment/columnists/guest_contributors/article6345624.ece

He writes further that integrity is about what we value in ourselves or our work for its own sake - what's worth making sacrifices for, what we're glad to have done simply for the kind of act it is.

If I do something just because I'm told to, or if I hold back from something simply because of fear that I shall be caught out, it's a very different business.

It (such a motive) has nothing to do with that sense of being glad to have done something. And without that sense, no one is really going to see public life as a vocation in the old-fashioned meaning of the word - a task you perform because you find yourself in the doing of it.

Further, Rowan Williams says of the installation of the new Archbishop of Westminster to lead Roman Catholics in England and Wales. “The Roman Catholic and Anglican communities in England and Wales have the God-given task… of making the Good News of Jesus compelling and attractive to a generation deeply in need of hope.”

For inspiration in his address to those assembled, the new Roman Catholic Archbishop of Westminster has turned to St Paul, who illustrates, he explains in a homily delivered from a stone pulpit bedded in lilies, the “true nature of belief in God.”

“Paul was open to the things of God, ready to recognise the touch of the divine in the unexpected.” “Faith in God,” he explains “is not a narrowing of the human mind” but “precisely the opposite.”

The Archbishop puts forth, in a few brief paragraphs, a blueprint for Faith’s place in the public square, drawing on St Paul’s attempts to evangelise the Greeks.

“Some today propose that faith and reason are crudely opposed, with the fervour of faith replacing good reason,” he says. Yet, at the “heart” of Paul’s attempts in the Areopagus was “an appeal to reason. He didn’t seek to impose his belief, nor to exploit anxiety or fear. Rather he had learned that his faith in Christ as compatible with the mind’s capacity for reasoned thought.”

Faith, he continues, is not a private “solitary” activity, but rather draws believers beyond the self and into a community that reaches out beyond the limits of ethnic or class division.

This theory, which the new Archbishop expounds at greater length in The Nation that Forgot God, is essentially that a “positivistic” theory of reason, in which only empirical evidence – that which can be seen, heard, felt or touched – is limited and no guide or basis for “moral reasoning”, the basis on which moral decisions are to be made.

A society limited to this understanding of reason, argues the new Archbishop in his essay, will be unable to “determine shared moral principles and values” and thus create a society lacking cohesion. He suggests that humans find their meaning in relationship rather than isolation.

We are not, he says, “plasticine figures to be moulded into shape at the hands of a political ideology or under economic demands.” Rather the self-giving love of Christ builds faith communities and inspires members to “reach out” and “build” a world that “reflects a little more closely the compassion, the justice, the tender mercy of God.” This he concludes is his “vision” for the Church in England and Wales.

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Great minds gave developed the organisation chart that can be seen on the attachment here.

House-Democrats-Health-Plan.pdf

A common reaction is: "God help us!"

Interestingly, He seems to take an even smaller role than the poor customers! You can see THEM tucked away in the bottom left hand side of the chart!

But, is this way of communicating and generating engagement with stakeholders really good enough? Value network techniques are now well known for discovering what really is happening in a system. They effortlessly lead to helping contributors negotiate win-win agreements between themselves, knowing the effect on the whole?

OK! It will take time and a subtle change in mind sets, but start small, with the customer centre stage and gradually add other key contributors. That way it is easy ...here's the start...


Useful links::

Here is an encouraging approach to applying value networks in Singapore to a single hospital.
This is how to visualise, using value networks, how viagra was discovered.
Finally, here's another example in health care. Refer to York Hospital Business Case for Family Care

Above all keep it simple to start with: keep to the essentials and seek help in doing so.

This page is at http://tinyurl.com/m2r2c8

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There is an intriguing article on Cloud Computing and the Promise of On-Demand Business Innovation in Intelligent Enterprise here

The central message is that the wow is not just about technology; it is about process flexibility and reuse that will enable enterprises to quickly serve new customers and launch new lines of business. It is envisaged that Internet enabled components can be linked together to provide the flexibility needed by businesses in the 21st century, particularly within the current economic crisis.

The author implies that cloud computing is needed to deliver now the “End to end Situational Business Process (SBPs) Supporting Multiple, Simultaneous Value Chains.“


This may send shivers down the spines of enterprise architects or IT professionals and business leaders who want flexibility but fear a lack of accountability and auditability.

Fortunately, there is a more secure and controllable route. For example, consider:

1) using value networks to discover how best to meet customer needs and the interaction with the whole business

2) connecting those findings to systems that currently exist for creating the appropriate workflow, incorporating agility, compliance and performance management with rapid prototyping - see, for example Procession

It may seem complicated but start off simply. After all, it's the people that count and it needs to be intelligible. Here is a first cut business model covering a slice of your ecosystem.


You can read more about value networks and business models here

You are at http://tinyurl.com/kwofc4

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Principles or rules: an ethical choice?

"Does Increased regulation reduce corporate responsibility?"

This was the title for the annual open debate held as a regular event by the UK Institute of Business Ethics sponsored this year by Simmons & Simmons.

The event was held under the Chatham House Rule so these observations are the result of a distillation of what was debated there and my own prior knowledge. This means, though, that no attributions or acknowledgments of insights contributed by others can be made.

An understandable reaction by most businesses is that regulation invariably increases the complexity of doing business and could lead to obfuscation if regulations are too detailed. They can detract from seeing the bigger picture and also be a distraction to understanding the business itself.

Invariably, extra management time and costs are incurred and the threat of criminal proceedings is frightening.

There are also issues of accessibility, clarity and coherence, with a veritable succession of tides and unceasing waves of EU Directives, laws, departmental guidelines, regulations, standards et al that have to be navigated with guidance from Court rulings and opinions.

So why is regulation needed at all? Perhaps it all comes down to "performance," both individually and collectively as is manifest in our behaviour. And what constitutes appropriate regulation depends upon the nature of the subject matter, or context, and the form of the regulatory mechanisms and material.

For example, for health and safety issues, particularly in construction where the safety record has improved considerably, simple rules for particular situations become a statement of sensible good practice for remaining safe and healthy. However, in more fuzzy areas such as economic regulation, financial services and data protection, there is a real danger that a list of rules alone will simply be shuffled down to operational levels who simply "tick boxes" without consideration of reasons why, and the underlying principles, if any.

Taking a leaf or two from the writings of Adam Smith we are reminded of the effect of natural human instincts: that the pursuit of self interest by an individual, maximising revenue for himself in a free market, tends to maximise the total revenue of society as a whole. But in his time, the "invisible hand" as it were, was underpinned by a good dose of moral sentiment, cultivated by the strong Christian tradition. So we can see from the left hand side of the figure following that a positive impact on society can be achieved. Additionally, Adam Smith also pointed out that the division of labour, despite achieving productivity gains, induced a certain stupidity of mind, the early equivalent, perhaps of a tick box mentality!

However, we also know that selfish cattle owners overused their rights to free grazing on common land and, with no regard for their co-farmers, ruined the nutritional value of the land leading to the "tragedy of the commons." So greed had to be tempered by regulation to control access. So we can see from the right hand side of the figure that we can still aim for a positive impact on society despite human greed.

10888572272?profile=original


However, regulation always seems to be behind the curve of personal aspiration and performance improvement. What holistic perspectives enable us to control bad behaviour and cultivate good behaviour and get to grips with systemic failures and successes?

Two possibilities come to mind for further dialogue.

Winston Churchill once said, "The empires of the future are empires of the mind." Also, leaders and managers are always seeking ways to create more adaptive and responsive organisations and maximise knowledge value. So firstly, consider the ways in which different aspects of knowing have been represented and synthesise them to understand better the evolution of knowledge itself.

Drawing on the work of past colleague Verna Allee in her book "The Knowledge Evolution - Expanding Organizational Intelligence," I depict in the following diagram two dimensions, learning and performance, of her knowledge archetype, arrived at by analysing sixteen theoretical constructs for representing and understanding different aspects of knowing.

The right hand side depicts different aspects of performance. On the left, are corresponding aspects of learning. These are set in the traditional triangle of controls for project performance, (schedule, quality and time) with an additional vertical dimension that enables us to pin point different tasks and operations.

Suffice to observe at this point that a case can be made for applying principles to aspects in the blue zone and leaving rules firmly for the orange zone.

10888572059?profile=original


Secondly, utilise simple but effective approaches for visualising the effect of behaviour in organisations systemically. For example, the diagram following uses a powerful approach for combining the formal work flow with the informal conversations that impact board performance. The recent USB shareholder report (a comment on that to an ACCA related meeting is here) highlighted that conversations about the meaning of comprehensive risk management reports did not take place. Could this be the result of NED effectiveness being blunted by collegiality or group think? Would a more diverse representation on the board be appropriate or is it simply a lack of any one individual not being prepared to be "the difficult one?"

10888572080?profile=original


Ultimately, it seems that there is no such thing as a corporate ethic, but simply personal matters of conscience, recognising that human nature is fallible.

So, a holistic view of the place of ethics in making choices is particularly appropriate. Usefully, the knowledge archetype introduced above provides an excellent starting point for such a conversation. A more comprehensive snapshot of its contents can be seen on the attachment. Referring to this, maybe we should pin point our conscious attention on ethics when there is an over-riding concern for integrity in assessing performance, when our focus is on caring why (purpose) actions are taken, when our learning is value driven and generative; when our perspective is possessing the will, motivation and adaptability for success, plus the capacity to deduce new effects by integrating different disciplines; when our horizon is "very long" - up to 20 years. Maybe it is at this mode , one up from the top of our pyramid illustrated above, that we should develop principles and then cascade them down to the nitty gritty of specific rules and standards.

By combining what we have so far, maybe we have started the journey to replace the pursuit of self interest by the pursuit of negotiated self interest from a holistic (or systemic) perspective.

A final point. A past Chairman of the SIB, Sir Andrew Large, once agreed with me in the presence of the late Lord Weatherhill, at an ICF meeting that it would be a good idea to have some engineers on his team! At least we do add the odd diagram to punctuate the text that is the natural domain of legal minds who appear comfortable with visualising meaning from words alone!

Maybe the lack of an engineering input is one reason for the occasional corporate governance failure.

Mind map of related aspects of the Knowledge Archetype
Knowledge archetype.jpg

Table of 16 alternative author's views of knowledge aspects
Knowledge Archetype.pdf

This page has URL http://tinyurl.com/lfjlgl

Copy of a version of this note....
IBE Open Debate 9th July 2009 .pdf

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A super auditor for extraordinary times

With the publication today of the UK Government's White Paper ( see attachment below figure) on reforming financial markets, the impact of networks is dawning.

New approaches for conducting audits are overdue in a failed financial system. Yet overregulation and rule making can kill innovation and competitive advantage.

FACTORS THAT THE ROLE OF SUPER AUDITORS COULD TAKE INTO ACCOUNT ARE INTRODUCED IN A NE W NOTE - click here

The Note features the interaction of formal workflow, and informal networks (see figure below) and the need for accompanying systems that support agility.

My thanks to the real people who played their part in a recent demonstration of value networks here.


reforming_financial_markets080709.pdf

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Metaphors and paradigms

Value networks combine formal processes/workflow and informal networks. Reference will be made from time to time to metaphors and paradigms as useful ways for looking at organisations. The attached document is a compilation of texts extracted from books written by Professor Mike Jackson at the University of Hull, UK. I am grateful to him for conversations allowing me to share with him some initial ideas on how value networks fit within his System of System Methodologies and his interest.

Metaphors and Paradigms.pdf

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Past public events on value networks

The is a partial list of past events in the UK. It provides a background to the heralding in to the UK of value networks and analysis, and its validation in the contexts explored.

May, 2006
Workshops at the University of Greenwich introduced the technique of Value Network Analysis to member organisations within the London Knowledge Network coordinated by Martyn Laycock.
Workshops Greenwich May 2006.pdf

August to December, 2006
Where is value in the "Blank" economy? Will the real business or service model please stand up.
(For "Blank" insert your own words - service; knowledge; networked; ecosystem...)

As a follow up to a briefing by Verna Allee on Value Networks on June 15th 2006, hosted by Tony Tzcarnecki, Managing Partner of Euro Business Management Ltd, in the offices of Sun Microsystems, London, the following workshops were held on the 1st Friday afternoon of each month, August to December 2006, facilitated by David Meggitt. The location was at the Institution of Civil Engineers,Westminster, London SW1P 3AA:-

>>4th August
Relationship management
Relationship management typically just focuses on managing information about customers, suppliers, and business partners. A value network approach considers relationships as two- way value-creating interactions, which focus on realizing value as well as providing value. Sub focus on "Politics", "Diversity", "Handling conflict".

>>1st September

Business ecosystem development.
Resource deployment, delivery, market innovation, knowledge sharing, and time-to-market advantage are dependent on the quality, coherence, and vitality of the relevant value networks within business ecosystems.

>>6th October
Market space strategies and investments
Identifying lucrative and powerful investment opportunities requires the ability to quickly assess a complex environment and accurately map the current and emerging market space. A value network analysis helps identify, analyze, evaluate, prioritize, and manage investments in market spaces — ranging from providing seed capital through joint venture financing and support of management buy-ins or buy-outs.

>>3rd November
Reconfiguring the organization
Change is all there is. Mergers, acquisitions, downsizing, expansion to new markets, new product groups, new partners, new roles and functions — anytime relationships change, value interactions and flows change too.

>>1st December

Fast-track complex process redesign
Product and service offerings are constantly changing — and so are the processes to innovate, design, manufacture, and deliver them. Multiple, inter-dependent, and concurrent processes are too complex for traditional process mapping, but can be analyzed very quickly with the value network method.

For each of the five meetings, the following format was adopted.
Focus on one candidate application of value networks
>> apply VNA thinking
>> expose opportunities for:
>>>>>>incorporating as users,
>>>>>>applying as advisors.
Open up meeting to "Anything on the table" as an application
Identify difficulties encountered with methodology generally. Post up for resolution
Adopt, adapt and improve "messages" for CEO's to open up new and authentic forms of assistance that can be delivered profitably.

20-21 November, 2007
Programme and Project Management conference organised by Unicom
Contribution on role of value networks in projects and programmes. "Will the Real Project Please Stand Up?" Organising for value in situations ranging from simple to chaotic.
Project Management Conference 2007 (2).pdf

20th February, 2009
Meeting of Control and Risk Self-Assessment Forum at Grant Thornton, London, UK
This meeting was held to address the challenges of the current credit crunch to pinpoint needed action in organisations. David Meggitt's presentation used the UBS shareholder report to provide an hour's presentation with Q and A on focussing the value network perspective on "appraising business models before and after they come off the rails." The report of this contribution is here.
CRSA Forum Agenda 2009.pdf

11th June, 2009
Achieve win-win with value networks
Held at Regent's Business School, London, by City and Westminster Branch of Chartered Management Institute.
CMI Flyer for value networks.pdf

21st October, 2009
Business Psychology:The Russian-British Experience
Scheduled for The Graduate Centre, Holloway Road, London, organized By: London Metropolitan University and Moscow Higher School of Economics.
Anglo-Russian Conference AT _2_.pdf

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