Three people leave the same strategy review. One believes the plan is feasible. One thinks it needs major revision. One is certain it will be ignored.None of them is looking at different evidence. They are holding different attitudes toward the same object.Most friction in strategy, design, and architecture work follows this pattern. A developer sa...
A developer says "we cannot do this."A director says "this is required."An architect says "this is permitted."Each statement sounds like a fact about the work. Each is actually a statement about the kind of constraint in play. And each kind requires an entirely different response.When a developer says "we cannot do this" and means it is technically...
When we think of strategy, architecture, or design, we often picture tangible outputs: the detailed strategic plan in a binder, the architectural blueprint, or the final design model. However, these documents represent only a fraction of the total knowledge. The real substance of any strategic or design initiative exists in multiple forms, often un...
In this transformation, we generalise the concept of "Value Proposition" into "Stakeholder Values" that are moved up the Value Ladder into a position above the organisation, partners and customer. Enable: This opens up discussions about values and benefits for more stakeholders than the customers. Interweave: The broadening of "Value Propositions" ...
In this transformation, we introduce the concept of Strategy to the iBMC. More to come soon. . The full article is found here:
In this transformation, we introduce the concept of Circular Economy into the up until now the linear iBMC. More to come soon. . The full article is found here:
In this transformation, we introduce the concept of Triple Bottom Line into the iBMC. The central idea behind the Triple Bottom Line is that organisations should evaluate their performance from a broader perspective, including their social and environmental impacts, in addition to their economic performance—rather than focusing on generating profit...
In this transformation, we generalise the concepts of "Cost Structure" and "Revenue Streams" into an "Outcomes and Impacts" theme and introduce the concepts of "Distribution" and "Subsidisation". Enabling: This opens up discussions about different kinds of positive (+) and negative (-) outcomes and impacts that are considered relevant and that stak...
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