This document discusses architecting value by understanding systems and frameworks. It emphasizes that businesses are systems, not models, and strategies are about adapting to changing systems through tactical actions like "pokes" informed by flexible frameworks. Architecting value involves designing frameworks to understand how to change systems and execute strategies to create value in business ecosystems.

1. Architecting Value

2. Matthew Milan
mmilan
mmilan@gmail.com
design of design, situated/ubicomp,
strategic theory, hardware hacking

3. Horror Stories
Or, what happens when you poke a business
without a framework.

4. Let’s hear your horror stories

5. This is what happens when you poke a
monster without understanding its nature.
http://www.jasonchanart.com

6. STRATEGY quot;
IS DEAD

7. Today
systems oo frameworks oo strategies oo actions

8. Let’s level set
We’re not in Kansas anymore, Dorothy

11. Bruce Sterling, Economist

13. Jeanne Liedtka, Futurist

14. “He who can handlequot;
the quickest rate of quot;
change survives”

15. John Boyd, Designer
grandstrategic oo strategic oo grandtactical oo tactical

17. Bruce"
Jeanne"
John.
What happened to Jesse, Peter and Lou?

18. We need to expand
our repertoire.

20. A mental tapestry of changing intentions for
harmonizing and focusing our efforts as a
basis for realizing some aim or purpose in
an unfolding and often unforeseen world of
many bewildering events and many
contending interests.

21. To improve our ability to shape and
adapt to unfolding circumstances, so
that we (as individuals or as groups)
can survive on our own terms.

22. Great strategy is not
about competition.quot;
Great strategy is about
adaptation.

24. Observequot;
Orientquot;
Decidequot;
Act

27. A way of thinking
about survival and
success.

28. Structural Strategy

32. Knowing what to do next

33. Getting value out of a system

34. Structure is power

35. Building structures
creates power

36. Architects build structures

37. Architects work with systems
Systems connect information

38. In systems, information=value
Mapping that value is the domain of frameworks

39. How do you work quot;
with systems?

40. Know what, where, why
and how to poke

41. What"
Where"
Why"
How.

42. Observe"
Orient"
Decide"
Act.

43. System"
Framework"
Strategy"
Action.

44. The art of the poke

45. I promise you, there is
information architecture
in these brambles,
thickets and dark
forests

46. The great ice age

47. Futures under glass

48. The thawing

49. Shattered glass

50. The future of business is
flexible frameworks
Just like the future of the web

51. Futures under plastic

52. Structural Strategy

53. The web is a social
machine

54. Business is a social machine

55. When you wake up,
your business model will
be a financial graph

57. How long did it take to get to
the readoowrite web?

58. Where’s my
readoowrite business?

59. 10 years ago
You had to know how to survive in a business

60. 3 years ago
You had to know how to speak the language of business

61. Today
If you’re not changing the business, you should just go home

62. What we’re learning
is that you don’t
need to lead the
business to change
the business.

63. It’s all about the poke.
POKE!

64. http://lyc71-dumaine.ac-dijon.fr/upi/img/guillaume/tableau_guillaume.jpg

65. Ceci n'est pas une système
http://www.peterme.com/blog/wp-content/uploads/2007/02/ipod_system.png

66. Businesses are not
models
Businesses are systems

67. Systems Thinking
There be frameworks here

68. You change systems
with inputs

69. You know where to
poke with frameworks

72. http://businessmodelsinc.files.wordpress.com/2009/01/nespresso_businnes_model1.png

74. Strategy is poking with
intent to create value
That’s the “why” you poke part.

75. In the end, it’s about
understanding the
outcomes of your
poke in the greater
business ecosystem

76. Build a framework to
understand how you can
change a system to
execute a strategy
through tactical actionsquot;

77. Make your framework
flexible and your
strategy will be
adaptable.quot;

78. Revise your framework, so
that the model more closely
represents the real world.

79. Being in a state of
adaptability will ensure
that you are always able
to find and surface the
value in systemsquot;

81. There is no spoon

82. The art of the end-run

83. Good end-runs quot;
are like zombies

84. ARCHITECTING
VALUE

85. Most businesses have a
limited view of how
they monetize the value
they generate.

86. Outcomes, not
incomes

87. Design the ecosystem,
not the design

88. Frameworks are the
new sitemaps

89. Strategies are the
new wireframes

90. Information Architecture
is Strategy

91. A final thought
Salmon swim upstream