12. Uncharted Industrialised
Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
ValueChain
VisibleInvisible
Application
compute
Best
architectural
practice (Legacy)
Operating
system
Best coding
practice
Good
architectural
practice
(DevOps)
emerging
architectural
practice
(???)
Low MTTRHigh MTTR
Low obscurity of
cost
SERVERLESS
CLOUD
13. Uncharted Industrialised
Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
ValueChain
VisibleInvisible
Application
compute
Best
architectural
practice (Legacy)
Operating
system
Best coding
practice
Good
architectural
practice
(DevOps)
emerging
architectural
practice
(???)
Low MTTRHigh MTTR
Low obscurity of
cost
SERVERLESS
CLOUD
Doctrine
Means of
Learning
14. Uncharted Industrialised
Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
ValueChain
VisibleInvisible
Application
compute
Best
architectural
practice (Legacy)
Operating
system
Best coding
practice
Good
architectural
practice
(DevOps)
emerging
architectural
practice
(???)
Low MTTRHigh MTTR
Low obscurity of
cost
SERVERLESS
CLOUD
Doctrine
Common
Language
15. Uncharted Industrialised
Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
ValueChain
VisibleInvisible
Application
compute
Best
architectural
practice (Legacy)
Operating
system
Best coding
practice
Good
architectural
practice
(DevOps)
emerging
architectural
practice
(???)
Low MTTRHigh MTTR
Low obscurity of
cost
SERVERLESS
CLOUD
Doctrine
Challenge
Assumptions
21. Uncharted Industrialised
Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
ValueChain
VisibleInvisible Ambient
User
Video
Job Dispatch
Messaging
D2D
Telephony
P2P
P2MP
Core Apps
Common Apps
Emergency Function
Doctrine
Focus on
user needs
22. Uncharted Industrialised
Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
ValueChain
VisibleInvisible
Mobile Network
Ambient
User
Video
Job Dispatch
Messaging
D2D
Telephony
P2P
P2MP
Core Apps
Common Apps
Local
Apps Store
App
Catalogue
Stats
App Certification
Device
Catalogue
Secure Data Service
Device
Location Services
Device
Certification
Device
Enhancements
Bespoke Coverage
Control Room
Connections
Network
Statistics
Fault
Visualisation
MDM / MAM Purchasing Billing
Radio Site Coverage
System Support
Services
Emergency Function
CO
User
Orgs
LTE Network
Enhancement
23. Uncharted Industrialised
Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
ValueChain
VisibleInvisible
Mobile Network
Ambient
User
Video
Job Dispatch
Messaging
D2D
Telephony
P2P
P2MP
Core Apps
Common Apps
Local
Apps Store
App
Catalogue
Stats
App Certification
Device
Catalogue
Secure Data Service
Device
Location Services
Device
Certification
Device
Enhancements
Bespoke Coverage
Control Room
Connections
Network
Statistics
Fault
Visualisation
MDM / MAM Purchasing Billing
Radio Site Coverage
System Support
Services
Emergency Function
CO
User
Orgs
LTE Network
Enhancement
Doctrine
Think small
(as in know the
details)
26. Uncharted Industrialised
Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
Email (7)
Data Centre (5)
Compute (10)
Power (15)
Finance (6)
Procurement (4)
Platform (10)
E-Catalogue (7)
CRM (7)
HR (7)
E-Commerce Payment (5)
Storage (8)
User Registration (6)
Website (9)
Document Management System (8)
Doctrine
Duplication
Doctrine
Bias
27. Number of Duplicate Efforts
in a single Organisation
Technology Space Industry
2,000+
(unconfirmed)
Accounting systems Global Defence
1,000+
(estimated)
Risk management Global Finance
380 ERP system Global Energy
300+ ECM systems Global Pharma
170 Cloud projects Global Technology
118 Workflow systems Government
22 Rules Engines European Corporate
14 CRM system National Bank
6 General Rule of Thumb Everywhere
IT Weapons of Mass Duplication - Leader Board
28. Uncharted Industrialised
Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
ValueChain
VisibleInvisible
Mobile Network
Ambient
User
Video
Job Dispatch
Messaging
D2D
Telephony
P2P
P2MP
Core Apps
Common Apps
Local
Apps Store
App
Catalogue
Stats
App Certification
Device
Catalogue
Secure Data Service
Device
Location Services
Device
Certification
Device
Enhancements
Bespoke Coverage
Control Room
Connections
Network
Statistics
Fault
Visualisation
MDM / MAM Purchasing Billing
Radio Site Coverage
System Support
Services
Emergency Function
CO
User
Orgs
LTE Network
Enhancement
Doctrine
Remove
Duplication
34. Uncharted Industrialised
Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
ValueChain
VisibleInvisible
Mobile Network
Ambient
User
Video
Job Dispatch
Messaging
D2D
Telephony
P2P
P2MP
Core Apps
Common Apps
Local
Apps Store
App
Catalogue
Stats
App Certification
Device
Catalogue
Secure Data Service
Device
Location Services
Device
Certification
Device
Enhancements
Bespoke Coverage
Control Room
Connections
Network
Statistics
Fault
Visualisation
MDM / MAM Purchasing Billing
Radio Site Coverage
System Support
Services
Emergency Function
CO
User
Orgs
LTE Network
Enhancement
Doctrine
Think small
(as in contracts)
35. Uncharted Industrialised
Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
ValueChain
VisibleInvisible
SIX SIGMA / Outsource
StrongWeak
AGILE / In-house
Strong Weak
Strong WeakWeak
LEAN / Off the shelf product
focus on learning & reducing waste
focus on reducing deviation
focus on reducing cost of change
Climatic pattern
No one size
fits all
36. Uncharted Industrialised
Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
ValueChain
VisibleInvisible
Mobile Network
Ambient
User
Video
Job Dispatch
Messaging
D2D
Telephony
P2P
P2MP
Core Apps
Common Apps
Local
Apps Store
App
Catalogue
Stats
App Certification
Device
Catalogue
Secure Data Service
Device
Location Services
Device
Certification
Device
Enhancements
Bespoke Coverage
Control Room
Connections
Network
Statistics
Fault
Visualisation
MDM / MAM Purchasing Billing
Radio Site Coverage
System Support
Services
Emergency Function
CO
User
Orgs
LTE Network
Enhancement
Doctrine
Use appropriate
methods
build in-house with
Agile techniques
37. Uncharted Industrialised
Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
ValueChain
VisibleInvisible
Mobile Network
Ambient
User
Video
Job Dispatch
Messaging
D2D
Telephony
P2P
P2MP
Core Apps
Common Apps
Local
Apps Store
App
Catalogue
Stats
App Certification
Device
Catalogue
Secure Data Service
Device
Location Services
Device
Certification
Device
Enhancements
Bespoke Coverage
Control Room
Connections
Network
Statistics
Fault
Visualisation
MDM / MAM Purchasing Billing
Radio Site Coverage
System Support
Services
Emergency Function
CO
User
Orgs
LTE Network
Enhancement
use off the shelf
products, Lean
build in-house with
Agile techniques
Doctrine
Use appropriate
methods
38. Uncharted Industrialised
Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
ValueChain
VisibleInvisible
Mobile Network
Ambient
User
Video
Job Dispatch
Messaging
D2D
Telephony
P2P
P2MP
Core Apps
Common Apps
Local
Apps Store
App
Catalogue
Stats
App Certification
Device
Catalogue
Secure Data Service
Device
Location Services
Device
Certification
Device
Enhancements
Bespoke Coverage
Control Room
Connections
Network
Statistics
Fault
Visualisation
MDM / MAM Purchasing Billing
Radio Site Coverage
System Support
Services
Emergency Function
CO
User
Orgs
LTE Network
Enhancement
outsource to
utility suppliers,
Six Sigma
use off the shelf
products, Lean
build in-house with
Agile techniques
Doctrine
Use appropriate
methods
39. Uncharted Industrialised
Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
ValueChain
VisibleInvisible
Mobile Network
Ambient
User
Video
Job Dispatch
Messaging
D2D
Telephony
P2P
P2MP
Core Apps
Common Apps
Local
Apps Store
App
Catalogue
Stats
App Certification
Device
Catalogue
Secure Data Service
Device
Location Services
Device
Certification
Device
Enhancements
Bespoke Coverage
Control Room
Connections
Network
Statistics
Fault
Visualisation
MDM / MAM Purchasing Billing
Radio Site Coverage
System Support
Services
Emergency Function
CO
User
Orgs
LTE Network
Enhancement
Climatic pattern
No one size
fits all
43. Uncharted Industrialised
Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
ValueChain
VisibleInvisible
Should we
outsource or
build our own?
Should we
outsource or
build our own?
A
B
44. Uncharted Industrialised
Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
ValueChain
VisibleInvisible
Autonomous
Vehicle Driver
GPS
Vehicle
State
Server
Autonomous
vehicle manager
LIDAR
World
Perception
Server
Vision System
Driver
45. Sunil060902, CC by SA 3.0
https://commons.wikimedia.org/wiki/File:Unit_395008_at_Ebbsfleet_International.JPG
46.
47. Uncharted Industrialised
Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
ValueChain
VisibleInvisible
Data Centre
Power
Platform
HR
Customer
GIS
Customer
Customer
Compute
PIMS
ERPM
Finance
Web site
RISK
CRMWISE
3D Visualisation
Land Registry
BIM
Collaboration
48. Uncharted Industrialised
Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
ValueChain
VisibleInvisible
3D Visualisation
Land Registry
Data Centre
Power
Platform
HR
Customer
GIS
Customer
Customer
Compute
PIMS
ERPM
Finance
BIM
Web site
RISK
CRMWISE
Collaboration
outsource to utility
suppliers, Six Sigma
use off the shelf
products, Lean
build in-house with
Agile techniques
Doctrine
Use appropriate
methods
49.
50. SIX SIGMA / Outsource
StrongWeak
AGILE / In-house
Strong Weak
focus on reducing deviation
focus on reducing cost of change
Yoyo
51. SIX SIGMA / Outsource
StrongWeak
focus on reducing deviation
52. SIX SIGMA / Outsource
StrongWeak
focus on reducing deviation
Some parts
will be
efficient
53. SIX SIGMA / Outsource
StrongWeak
focus on reducing deviation
Some parts
will be
efficient
Incur excessive
change control
costs
55. Uncharted Industrialised
Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
ValueChain
VisibleInvisible
Mobile Network
Ambient
User
Video
Job Dispatch
Messaging
D2D
Telephony
P2P
P2MP
Core Apps
Common Apps
Local
Apps Store
App
Catalogue
Stats
App Certification
Device
Catalogue
Secure Data Service
Device
Location Services
Device
Certification
Device
Enhancements
Bespoke Coverage
Control Room
Connections
Network
Statistics
Fault
Visualisation
MDM / MAM Purchasing Billing
Radio Site Coverage
System Support
Services
Emergency Function
CO
User
Orgs
LTE Network
Enhancement
outsource to
utility suppliers,
Six Sigma
use off the shelf
products, Lean
build in-house with
Agile techniques
Doctrine
Use appropriate
methods
56. Uncharted Industrialised
Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
ValueChain
VisibleInvisible
Mobile Network
Ambient
User
Video
Job Dispatch
Messaging
D2D
Telephony
P2P
P2MP
Core Apps
Common Apps
Local
Apps Store
App
Catalogue
Stats
App Certification
Device
Catalogue
Secure Data Service
Device
Location Services
Device
Certification
Device
Enhancements
Bespoke Coverage
Control Room
Connections
Network
Statistics
Fault
Visualisation
MDM / MAM Purchasing Billing
Radio Site Coverage
System Support
Services
Emergency Function
CO
User
Orgs
LTE Network
Enhancement
outsource to
utility suppliers,
Six Sigma
use off the shelf
products, Lean
build in-house with
Agile techniques
Team 5
Team 6
Team 1
Team 3
Team 4
Team 2
Team 7
Team 8
Team 9
Team 10
Doctrine
Think small
(use cells)
57. Uncharted Industrialised
Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
ValueChain
VisibleInvisible
Mobile Network
Ambient
User
Video
Job Dispatch
Messaging
D2D
Telephony
P2P
P2MP
Core Apps
Common Apps
Local
Apps Store
App
Catalogue
Stats
App Certification
Device
Catalogue
Secure Data Service
Device
Location Services
Device
Certification
Device
Enhancements
Bespoke Coverage
Control Room
Connections
Network
Statistics
Fault
Visualisation
MDM / MAM Purchasing Billing
Radio Site Coverage
System Support
Services
Emergency Function
CO
User
Orgs
LTE Network
Enhancement
Team 6
Team 1
Team 3
Team 4
Team 2
Team 7
Team 8
Team 9
Team 10
Pioneers
Settlers
Town Planners
Doctrine
Think aptitude
and attitude
Team 5
58. Uncharted Industrialised
Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
ValueChain
VisibleInvisible
Pioneers Town PlannersSettlers
Doctrine
Design for constant
evolution
59. Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
Town PlannersSettlersPioneers
Rare
Poorly Understood
Differential & Novel
High Future value
Constantly changing
Undefined Market
Deals with …
Happy with ...
Failure
Gambling & Gut Feel
Experimentation
Uncertainty
Methods ... Agile
Build on common components
Making the impossible / pathfinder
Most likely to build a partially
functioning 3D printer with Lego
Exploration
Growing
Increasing Education
Feature Differentiation
High Profitability
Maturing Products
Growing Market
Deals with ...
Happy with ...
Constant Improvement
Market Analysis
Feedback
Trend Spotting
Methods ... Lean
Making success happen / tactical player
Most likely to steal a half baked Lego 3D printer
and turn it into something that lots of people
want to buy
Listening
Common
Well Defined
Essential Cost of Doing Business
High Volume
Standardised & Stable
Mature Market
Deals with ...
Happy with ...
Operational Efficiency
Metric Driven
Analytics
Scientific Modelling
Methods ... Six Sigma
Empires of scale / war maker
Most likely to be running the
factory which builds Lego bricks
and Lego kits
Building what is needed
Pioneers build upon components provided by Town Planners
Speed above all else Makes success happen
Mines / Nurtures ecosystems Build ecosystems
Empires of Scale
steal from Pioneers steal from Settlers
60. Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
Town PlannersSettlersPioneers
Rare
Poorly Understood
Differential & Novel
High Future value
Constantly changing
Undefined Market
Deals with …
Happy with ...
Failure
Gambling & Gut Feel
Experimentation
Uncertainty
Methods ... Agile
Build on common components
Making the impossible / pathfinder
Most likely to build a partially
functioning 3D printer with Lego
Exploration
Growing
Increasing Education
Feature Differentiation
High Profitability
Maturing Products
Growing Market
Deals with ...
Happy with ...
Constant Improvement
Market Analysis
Feedback
Trend Spotting
Methods ... Lean
Making success happen / tactical player
Most likely to steal a half baked Lego 3D printer
and turn it into something that lots of people
want to buy
Listening
Common
Well Defined
Essential Cost of Doing Business
High Volume
Standardised & Stable
Mature Market
Deals with ...
Happy with ...
Operational Efficiency
Metric Driven
Analytics
Scientific Modelling
Methods ... Six Sigma
Empires of scale / war maker
Most likely to be running the
factory which builds Lego bricks
and Lego kits
Building what is needed
Pioneers build upon components provided by Town Planners
Speed above all else Makes success happen
Mines / Nurtures ecosystems Build ecosystems
Empires of Scale
steal from Pioneers steal from Settlers
Doctrine
There is no
one culture
62. Category Wardley’s Doctrine (universally useful patterns that a user can apply regardless of context)
Communication
Be transparent
(a bias towards open)
Focus on high situational
awareness (understand what is
being considered)
Use a common language
(necessary for
collaboration)
Challenge assumptions
(speak up and question)
Development
Know your users
(e.g. customers, shareholders,
regulators, staff)
Focus on user needs
Think fast, inexpensive,
restrained and elegant
(FIRE, formerly FIST)
Remove bias and duplication
Use appropriate methods
(e.g. agile vs lean vs six sigma)
Focus on the outcome not a
contract (e.g. worth based
development)
Be pragmatic
(it doesn’t matter if the
cat is black or white as
long as it catches mice)
Use standards where
appropriate
Use appropriate tools
(e.g. mapping, financial models)
Operation
Manage inertia
(e.g. existing practice, political
capital, previous investment)
Optimise flow
(remove bottlenecks)
Think small
(as in know the details)
Effectiveness over
efficiency
Do better with less
(continual improvement)
Set exceptional standards
(great is just not good enough)
Manage failure
Structure
Provide purpose, mastery & autonomy
Think small
(as in teams, “two pizza”)
Distribute power and
decision making
Think aptitude and attitude
Design for constant evolution
There is no one culture
(e.g. pioneers, settlers and
town planners)
Seek the best
Learning
Use a systematic mechanism of
learning
(a bias towards data)
A bias towards action
(learn by playing the game)
A bias towards the new
(be curious, take
appropriate risks)
Listen to your ecosystems
(acts as future sensing
engines)
Leading
Be the owner
(take responsibility)
Move fast
(an imperfect plan executed
today is better than a perfect
plan executed tomorrow)
Think big
(inspire others, provide
direction)
Strategy is iterative not
linear
(fast reactive cycles)
Strategy is complex
(there will be uncertainty)
Commit to the direction, be
adaptive along the path
(crossing the river by feeling
the stones)
There is no core
(everything is transient)
Be humble
(listen, be selfless, have
fortitude)
Exploit the landscape
64. CEO
CIO CFO CBO COO
IT &
Project
Mgmt.
Finance
& HR
Business
Dev,
Marketing
PR &
Sales
Ops &
Customer
Support
2002
65. CEO
CIO CFO CBO COO
IT &
Project
Mgmt.
Finance
& HR
Business
Dev,
Marketing
PR &
Sales
Ops &
Customer
Support
66. Category Doctrine (universally useful patterns that a user can apply)
Communication
Be transparent
(a bias towards open)
Focus on high situational
awareness (understand what is
being considered)
Use a common language
(necessary for
collaboration)
Challenge assumptions
(speak up and question)
Development
Know your users
(e.g. customers, shareholders,
regulators, staff)
Focus on user needs
Think fast, inexpensive,
restrained and elegant
(FIRE, formerly FIST)
Remove bias and duplication
Use appropriate methods
(e.g. agile vs lean vs six sigma)
Focus on the outcome not a
contract (e.g. worth based
development)
Be pragmatic
(it doesn’t matter if the
cat is black or white as
long as it catches mice)
Use standards where
appropriate
Use appropriate tools
(e.g. mapping, financial models)
Operation
Manage inertia
(e.g. existing practice, political
capital, previous investment)
Optimise flow
(remove bottlenecks)
Think small
(as in know the details)
Effectiveness over
efficiency
Do better with less
(continual improvement)
Set exceptional standards
(great is just not good enough)
Manage failure
Structure
Provide purpose, mastery & autonomy
Think small
(as in teams)
Distribute power and
decision making
Think aptitude and attitude
Design for constant evolution
There is no one culture
(e.g. pioneers, settlers and
town planners)
Seek the best
Learning
Use a systematic mechanism of
learning
(a bias towards data)
A bias towards action
(learn by playing the game)
A bias towards the new
(be curious, take
appropriate risks)
Listen to your ecosystems
(acts as future sensing
engines)
Leading
Be the owner
(take responsibility)
Move fast
(an imperfect plan executed
today is better than a perfect
plan executed tomorrow)
Think big
(inspire others, provide
direction)
Strategy is iterative not
linear
(fast reactive cycles)
Strategy is complex
(there will be uncertainty)
Commit to the direction, be
adaptive along the path
(crossing the river by feeling
the stones)
There is no core
(everything is transient)
Be humble
(listen, be selfless, have
fortitude)
Exploit the landscape
Good
Neutral /
unknown
Weak
Warning
67. CEO
CIO CFO CBO COO
IT &
Project
Mgmt.
Finance
& HR
Business
Dev,
Marketing
PR &
Sales
Ops &
Customer
Support
Product Owner
Product Owner
2003
68. CEO
CIO CFO CBO COO
IT &
Project
Mgmt.
Finance
& HR
Business
Dev,
Marketing
PR &
Sales
Ops &
Customer
Support
Product Owner
Product Owner
69. CEO
CIO CFO CBO COO
IT &
Project
Mgmt.
Finance
& HR
Business
Dev,
Marketing
PR &
Sales
Ops &
Customer
Support
Product Owner
Product Owner
2003
Dev
Dev
Core
Core
70. CEO
CIO CFO CBO COO
IT &
Project
Mgmt.
Finance
& HR
Business
Dev,
Marketing
PR &
Sales
Ops &
Customer
Support
Product Owner
Product Owner
2004
Dev Core
Dev
Core
77. Uncharted Industrialised
Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
ValueChain
VisibleInvisible
DEV
DEV
Nothing was
evolving
CORE
78. Uncharted Industrialised
Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
ValueChain
VisibleInvisible
DEV
DEV
Nothing was
evolving
Increasing
instability
CORE
79. Uncharted Industrialised
Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
ValueChain
VisibleInvisible
DEV
DEV
Nothing was
evolving
Increasing
instability
Open Warfare
CORE
81. Uncharted Industrialised
Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
ValueChain
VisibleInvisible
Mobile Network
Ambient
User
Video
Job Dispatch
Messaging
D2D
Telephony
P2P
P2MP
Core Apps
Common Apps
Local
Apps Store
App
Catalogue
Stats
App Certification
Device
Catalogue
Secure Data Service
Device
Location Services
Device
Certification
Device
Enhancements
Bespoke Coverage
Control Room
Connections
Network
Statistics
Fault
Visualisation
MDM / MAM Purchasing Billing
Radio Site Coverage
System Support
Services
Emergency Function
CO
User
Orgs
LTE Network
Enhancement
Team 6
Team 1
Team 3
Team 4
Team 2
Team 7
Team 8
Team 9
Team 10
Pioneers
Settlers
Town Planners
Team 5
88. Uncharted Industrialised
Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
ValueChain
VisibleInvisible
Mobile Network
Ambient
User
Video
Job Dispatch
Messaging
D2D
Telephony
P2P
P2MP
Core Apps
Common Apps
Local
Apps Store
App
Catalogue
Stats
App Certification
Device
Catalogue
Secure Data Service
Device
Location Services
Device
Certification
Device
Enhancements
Bespoke Coverage
Control Room
Connections
Network
Statistics
Fault
Visualisation
MDM / MAM Purchasing Billing
Radio Site Coverage
System Support
Services
Emergency Function
CO
User
Orgs
LTE Network
Enhancement
Team 6
Team 1
Team 3
Team 4
Team 2
Team 7
Team 8
Team 9
Team 10
Pioneers
Settlers
Town Planners
Team 5
EVOLUTIONARY FLOW
89. Category Doctrine (universally useful patterns that a user can apply)
Communication
Be transparent
(a bias towards open)
Focus on high situational
awareness (understand what is
being considered)
Use a common language
(necessary for
collaboration)
Challenge assumptions
(speak up and question)
Development
Know your users
(e.g. customers, shareholders,
regulators, staff)
Focus on user needs
Think fast, inexpensive,
restrained and elegant
(FIRE, formerly FIST)
Remove bias and duplication
Use appropriate methods
(e.g. agile vs lean vs six sigma)
Focus on the outcome not a
contract (e.g. worth based
development)
Be pragmatic
(it doesn’t matter if the
cat is black or white as
long as it catches mice)
Use standards where
appropriate
Use appropriate tools
(e.g. mapping, financial models)
Operation
Manage inertia
(e.g. existing practice, political
capital, previous investment)
Optimise flow
(remove bottlenecks)
Think small
(as in know the details)
Effectiveness over
efficiency
Do better with less
(continual improvement)
Set exceptional standards
(great is just not good enough)
Manage failure
Structure
Provide purpose, mastery & autonomy
Think small
(as in teams)
Distribute power and
decision making
Think aptitude and attitude
Design for constant evolution
There is no one culture
(e.g. pioneers, settlers and
town planners)
Seek the best
Learning
Use a systematic mechanism of
learning
(a bias towards data)
A bias towards action
(learn by playing the game)
A bias towards the new
(be curious, take
appropriate risks)
Listen to your ecosystems
(acts as future sensing
engines)
Leading
Be the owner
(take responsibility)
Move fast
(an imperfect plan executed
today is better than a perfect
plan executed tomorrow)
Think big
(inspire others, provide
direction)
Strategy is iterative not
linear
(fast reactive cycles)
Strategy is complex
(there will be uncertainty)
Commit to the direction, be
adaptive along the path
(crossing the river by feeling
the stones)
There is no core
(everything is transient)
Be humble
(listen, be selfless, have
fortitude)
Exploit the landscape
Good
Neutral /
unknown
Weak
Warning
91. Category Doctrine (universally useful patterns that a user can apply)
Communication
Be transparent
(a bias towards open)
Focus on high situational
awareness (understand what is
being considered)
Use a common language
(necessary for
collaboration)
Challenge assumptions
(speak up and question)
Development
Know your users
(e.g. customers, shareholders,
regulators, staff)
Focus on user needs
Think fast, inexpensive,
restrained and elegant
(FIRE, formerly FIST)
Remove bias and duplication
Use appropriate methods
(e.g. agile vs lean vs six sigma)
Focus on the outcome not a
contract (e.g. worth based
development)
Be pragmatic
(it doesn’t matter if the
cat is black or white as
long as it catches mice)
Use standards where
appropriate
Use appropriate tools
(e.g. mapping, financial models)
Operation
Manage inertia
(e.g. existing practice, political
capital, previous investment)
Optimise flow
(remove bottlenecks)
Think small
(as in know the details)
Effectiveness over
efficiency
Do better with less
(continual improvement)
Set exceptional standards
(great is just not good enough)
Manage failure
Structure
Provide purpose, mastery & autonomy
Think small
(as in teams)
Distribute power and
decision making
Think aptitude and attitude
Design for constant evolution
There is no one culture
(e.g. pioneers, settlers and
town planners)
Seek the best
Learning
Use a systematic mechanism of
learning
(a bias towards data)
A bias towards action
(learn by playing the game)
A bias towards the new
(be curious, take
appropriate risks)
Listen to your ecosystems
(acts as future sensing
engines)
Leading
Be the owner
(take responsibility)
Move fast
(an imperfect plan executed
today is better than a perfect
plan executed tomorrow)
Think big
(inspire others, provide
direction)
Strategy is iterative not
linear
(fast reactive cycles)
Strategy is complex
(there will be uncertainty)
Commit to the direction, be
adaptive along the path
(crossing the river by feeling
the stones)
There is no core
(everything is transient)
Be humble
(listen, be selfless, have
fortitude)
Exploit the landscape
Good
Neutral /
unknown
Weak
Warning
E-COMMERCE GIANT
92. Category Doctrine (universally useful patterns that a user can apply)
Communication
Be transparent
(a bias towards open)
Focus on high situational
awareness (understand what is
being considered)
Use a common language
(necessary for
collaboration)
Challenge assumptions
(speak up and question)
Development
Know your users
(e.g. customers, shareholders,
regulators, staff)
Focus on user needs
Think fast, inexpensive,
restrained and elegant
(FIRE, formerly FIST)
Remove bias and duplication
Use appropriate methods
(e.g. agile vs lean vs six sigma)
Focus on the outcome not a
contract (e.g. worth based
development)
Be pragmatic
(it doesn’t matter if the
cat is black or white as
long as it catches mice)
Use standards where
appropriate
Use appropriate tools
(e.g. mapping, financial models)
Operation
Manage inertia
(e.g. existing practice, political
capital, previous investment)
Optimise flow
(remove bottlenecks)
Think small
(as in know the details)
Effectiveness over
efficiency
Do better with less
(continual improvement)
Set exceptional standards
(great is just not good enough)
Manage failure
Structure
Provide purpose, mastery & autonomy
Think small
(as in teams)
Distribute power and
decision making
Think aptitude and attitude
Design for constant evolution
There is no one culture
(e.g. pioneers, settlers and
town planners)
Seek the best
Learning
Use a systematic mechanism of
learning
(a bias towards data)
A bias towards action
(learn by playing the game)
A bias towards the new
(be curious, take
appropriate risks)
Listen to your ecosystems
(acts as future sensing
engines)
Leading
Be the owner
(take responsibility)
Move fast
(an imperfect plan executed
today is better than a perfect
plan executed tomorrow)
Think big
(inspire others, provide
direction)
Strategy is iterative not
linear
(fast reactive cycles)
Strategy is complex
(there will be uncertainty)
Commit to the direction, be
adaptive along the path
(crossing the river by feeling
the stones)
There is no core
(everything is transient)
Be humble
(listen, be selfless, have
fortitude)
Exploit the landscape
Good
Neutral /
unknown
Weak
Warning
INSURANCE GIANT
93. Category Doctrine (universally useful patterns that a user can apply)
Communication
Be transparent
(a bias towards open)
Focus on high situational
awareness (understand what is
being considered)
Use a common language
(necessary for
collaboration)
Challenge assumptions
(speak up and question)
Development
Know your users
(e.g. customers, shareholders,
regulators, staff)
Focus on user needs
Think fast, inexpensive,
restrained and elegant
(FIRE, formerly FIST)
Remove bias and duplication
Use appropriate methods
(e.g. agile vs lean vs six sigma)
Focus on the outcome not a
contract (e.g. worth based
development)
Be pragmatic
(it doesn’t matter if the
cat is black or white as
long as it catches mice)
Use standards where
appropriate
Use appropriate tools
(e.g. mapping, financial models)
Operation
Manage inertia
(e.g. existing practice, political
capital, previous investment)
Optimise flow
(remove bottlenecks)
Think small
(as in know the details)
Effectiveness over
efficiency
Do better with less
(continual improvement)
Set exceptional standards
(great is just not good enough)
Manage failure
Structure
Provide purpose, mastery & autonomy
Think small
(as in teams)
Distribute power and
decision making
Think aptitude and attitude
Design for constant evolution
There is no one culture
(e.g. pioneers, settlers and
town planners)
Seek the best
Learning
Use a systematic mechanism of
learning
(a bias towards data)
A bias towards action
(learn by playing the game)
A bias towards the new
(be curious, take
appropriate risks)
Listen to your ecosystems
(acts as future sensing
engines)
Leading
Be the owner
(take responsibility)
Move fast
(an imperfect plan executed
today is better than a perfect
plan executed tomorrow)
Think big
(inspire others, provide
direction)
Strategy is iterative not
linear
(fast reactive cycles)
Strategy is complex
(there will be uncertainty)
Commit to the direction, be
adaptive along the path
(crossing the river by feeling
the stones)
There is no core
(everything is transient)
Be humble
(listen, be selfless, have
fortitude)
Exploit the landscape
Good
Neutral /
unknown
Weak
Warning
LARGE GOV AGENCY
94. Category Doctrine (universally useful patterns that a user can apply)
Communication
Be transparent
(a bias towards open)
Focus on high situational
awareness (understand what is
being considered)
Use a common language
(necessary for
collaboration)
Challenge assumptions
(speak up and question)
Development
Know your users
(e.g. customers, shareholders,
regulators, staff)
Focus on user needs
Think fast, inexpensive,
restrained and elegant
(FIRE, formerly FIST)
Remove bias and duplication
Use appropriate methods
(e.g. agile vs lean vs six sigma)
Focus on the outcome not a
contract (e.g. worth based
development)
Be pragmatic
(it doesn’t matter if the
cat is black or white as
long as it catches mice)
Use standards where
appropriate
Use appropriate tools
(e.g. mapping, financial models)
Operation
Manage inertia
(e.g. existing practice, political
capital, previous investment)
Optimise flow
(remove bottlenecks)
Think small
(as in know the details)
Effectiveness over
efficiency
Do better with less
(continual improvement)
Set exceptional standards
(great is just not good enough)
Manage failure
Structure
Provide purpose, mastery & autonomy
Think small
(as in teams)
Distribute power and
decision making
Think aptitude and attitude
Design for constant evolution
There is no one culture
(e.g. pioneers, settlers and
town planners)
Seek the best
Learning
Use a systematic mechanism of
learning
(a bias towards data)
A bias towards action
(learn by playing the game)
A bias towards the new
(be curious, take
appropriate risks)
Listen to your ecosystems
(acts as future sensing
engines)
Leading
Be the owner
(take responsibility)
Move fast
(an imperfect plan executed
today is better than a perfect
plan executed tomorrow)
Think big
(inspire others, provide
direction)
Strategy is iterative not
linear
(fast reactive cycles)
Strategy is complex
(there will be uncertainty)
Commit to the direction, be
adaptive along the path
(crossing the river by feeling
the stones)
There is no core
(everything is transient)
Be humble
(listen, be selfless, have
fortitude)
Exploit the landscape
Good
Neutral /
unknown
Weak
Warning
BANKING GIANT
100. Category Wardley’s Doctrine (universally useful patterns that a user can apply regardless of context)
Communication
Be transparent
(a bias towards open)
Focus on high situational
awareness (understand what is
being considered)
Use a common language
(necessary for
collaboration)
Challenge assumptions
(speak up and question)
Development
Know your users
(e.g. customers, shareholders,
regulators, staff)
Focus on user needs
Think fast, inexpensive,
restrained and elegant
(FIRE, formerly FIST)
Remove bias and duplication
Use appropriate methods
(e.g. agile vs lean vs six sigma)
Focus on the outcome not a
contract (e.g. worth based
development)
Be pragmatic
(it doesn’t matter if the
cat is black or white as
long as it catches mice)
Use standards where
appropriate
Use appropriate tools
(e.g. mapping, financial models)
Operation
Manage inertia
(e.g. existing practice, political
capital, previous investment)
Optimise flow
(remove bottlenecks)
Think small
(as in know the details)
Effectiveness over
efficiency
Do better with less
(continual improvement)
Set exceptional standards
(great is just not good enough)
Manage failure
Structure
Provide purpose, mastery & autonomy
Think small
(as in teams, “two pizza”)
Distribute power and
decision making
Think aptitude and attitude
Design for constant evolution
There is no one culture
(e.g. pioneers, settlers and
town planners)
Seek the best
Learning
Use a systematic mechanism of
learning
(a bias towards data)
A bias towards action
(learn by playing the game)
A bias towards the new
(be curious, take
appropriate risks)
Listen to your ecosystems
(acts as future sensing
engines)
Leading
Be the owner
(take responsibility)
Move fast
(an imperfect plan executed
today is better than a perfect
plan executed tomorrow)
Think big
(inspire others, provide
direction)
Strategy is iterative not
linear
(fast reactive cycles)
Strategy is complex
(there will be uncertainty)
Commit to the direction, be
adaptive along the path
(crossing the river by feeling
the stones)
There is no core
(everything is transient)
Be humble
(listen, be selfless, have
fortitude)
Exploit the landscape
102. Uncharted Industrialised
Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
ValueChain
VisibleInvisible
Online Photo
Storage
Data Centre
Power
Print
Web Site
CRM
Compute
Customer
+efficiency
+Inertia
+Worth
Online Image
Manipulation
Here?
Here?
Here?
Here?
Platform
103. Uncharted Industrialised
Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
ValueChain
VisibleInvisible
Online Photo
Storage
Data Centre
Power
Print
Web Site
CRM
Compute
Customer
+efficiency
+Inertia
+Worth
Online Image
Manipulation
Platform
104. Uncharted Industrialised
Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
ValueChain
VisibleInvisible
Online Photo
Storage
Data Centre
Power
Print
Web Site
CRM
Compute
Customer
+efficiency
+Inertia
+Worth
Online Image
Manipulation
Platform
Pioneers
Settlers
Town Planners
Team A
Team B
Team C
Team D
110. Uncharted Industrialised
Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
ValueChain
VisibleInvisible
Online Photo
Storage
Data Centre
Power
Print
Web Site
Platform
CRM
Compute
Customer
Online Image
Manipulation
111. Uncharted Industrialised
Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
ValueChain
VisibleInvisible
Online Photo
Storage
Data Centre
Power
Print
Web Site
Platform
CRM
Compute
Customer
+efficiency
+Inertia
+Worth
Online Image
Manipulation
112. Uncharted Industrialised
Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
ValueChain
VisibleInvisible
Online Photo
Storage
Data Centre
Power
Print
Web Site
CRM
Compute
Customer
+efficiency
+Inertia
+Worth
Online Image
Manipulation
Here?
Here?
Here?
Here?
Platform
113. Category Wardley’s Climatic Pattern (Rules of the game. Patterns that are applied across contexts regardless of user choice)
Components
Everything evolves through supply and
demand competition
Rates of evolution can vary by
ecosystem
(e.g. consumer vs industrial)
Characteristics change as
components evolve
(Salaman & Storey)
No choice over evolution
(Red Queen)
No single method fits all
(e.g. in development or purchasing)
Components can co-evolve
(e.g. practice with activity)
Evolution consists of
multiple waves of
diffusion with many
chasms.
Commoditisation <>
Centralisation
Financial
Higher order systems create new sources
of value
Efficiency does not mean a
reduced spend (Jevon’s Paradox)
Capital flows to new areas
of value
Creative Destruction
(Joseph Schumpeter)
Future value is inversely proportional
to the certainty we have over it.
Evolution to higher order systems
results in increasing local order
and energy consumption
Speed
Efficiency enables innovation
(Componentisation effect)
Evolution of communication
mechanisms can increase the
speed of evolution overall and
the diffusion of a single
example of change
Increased stability of
lower order systems
increases agility & speed
of re-combination
Change is not always linear
(discontinuous &
exponential change exists)
Shifts from product to utility tend to
demonstrate a punctuated equilibrium
Inertia Success breeds inertia Inertia can kill an organisation
Inertia increases the more
successful the past model
is
Competitors Competitors actions will change the game
Most competitors have poor
situational awareness
Prediction
Not everything is random
(p[what] vs p[when])
Economy has cycles
(peace, war and wonder)
Different forms of
disruption
(predictable vs non-
predictable)
A “war” (point of
industrialisation) causes
organisations to evolve
You cannot measure evolution over time
or adoption, you need to embrace
uncertainty.
The less evolved something is
then the more uncertain it
becomes
Not everything survives
114. Category Wardley’s Climatic Pattern (Rules of the game. Patterns that are applied across contexts regardless of user choice)
Components
Everything evolves through supply and
demand competition
Rates of evolution can vary by
ecosystem
(e.g. consumer vs industrial)
Characteristics change as
components evolve
(Salaman & Storey)
No choice over evolution
(Red Queen)
No single method fits all
(e.g. in development or purchasing)
Components can co-evolve
(e.g. practice with activity)
Evolution consists of
multiple waves of
diffusion with many
chasms.
Commoditisation <>
Centralisation
Financial
Higher order systems create new sources
of value
Efficiency does not mean a
reduced spend (Jevon’s Paradox)
Capital flows to new areas
of value
Creative Destruction
(Joseph Schumpeter)
Future value is inversely proportional
to the certainty we have over it.
Evolution to higher order systems
results in increasing local order
and energy consumption
Speed
Efficiency enables innovation
(Componentisation effect)
Evolution of communication
mechanisms can increase the
speed of evolution overall and
the diffusion of a single
example of change
Increased stability of
lower order systems
increases agility & speed
of re-combination
Change is not always linear
(discontinuous &
exponential change exists)
Shifts from product to utility tend to
demonstrate a punctuated equilibrium
Inertia Success breeds inertia Inertia can kill an organisation
Inertia increases the more
successful the past model
is
Competitors Competitors actions will change the game
Most competitors have poor
situational awareness
Prediction
Not everything is random
(p[what] vs p[when])
Economy has cycles
(peace, war and wonder)
Different forms of
disruption
(predictable vs non-
predictable)
A “war” (point of
industrialisation) causes
organisations to evolve
You cannot measure evolution over time
or adoption, you need to embrace
uncertainty.
The less evolved something is
then the more uncertain it
becomes
Not everything survives
133. Stage I II (key) III (key) IV
Publication
Type
Wonder
building, construction
and awareness
operation,
maintenance and
feature
differences
use
time
Frequency
increasing certainty
134. Stage I II (key) III (key) IV
Publication
Type
Wonder
building, construction
and awareness
operation,
maintenance and
feature
differences
use
time
Frequency
increasing certainty
Point of
stability
100%
certain
t1
Peace War
135. War
Points of Change 2014 2015-2020 2020-2025 2025-2030 2030-2035 2035-2040 2040-2045 2045-2050
Now Near Far
IaaS War
PaaS War
SaaS War
Big Data War
Robotics War
Currency (blockchain) War
Sensor as a Service War
IoT War
Immersive War
3D printing War
Social Change War
GMO War
Genetic Engineering War
Intelligent Agents War
Printed Electronics War
Hybrid Printing War
Bio Manufacturing War
Epigenetics War
Materials War
Unpredictable Predictable
Weak signal analysis, 2014
138. Uncharted Industrialised
Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
ValueChain
VisibleInvisible A to B
Comfort
Route
Management
Status
Affordable
Car
2015
139. Uncharted Industrialised
Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
ValueChain
VisibleInvisible
Comfort
Route
Management
Intelligent
agents
LBS
IS
Maintenance
IoT
Affordable
OEM
Design
Simulation
Manufacturers
Assembly
Fabrication
Power supply
CPU
Car
Material
Sensors
Infotainment Entertainment
HUD
Screen
2015
A to BStatus
140. Uncharted Industrialised
Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
ValueChain
VisibleInvisible
Comfort
Route
Management
LBS
IS
Maintenance
IoT
Affordable
OEM
Design
Simulation
Manufacturers
Assembly
Fabrication
Power supply
CPU
Car
Material
Sensors
Infotainment
Entertainment
Immersive
2025
A to BStatus
Intelligent
agents
141. Uncharted Industrialised
Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
ValueChain
VisibleInvisible
Comfort
Route
Management
LBS
IS
Maintenance
IoT
Affordable
OEM
Design
Simulation
Manufacturers
Assembly
Fabrication
Power supply
CPU
Car
Material
Sensors
Infotainment
Entertainment
Immersive
2025
Digital
subscription
model
A to BStatus
Intelligent
agents
142.
143.
144.
145.
146.
147. Uncharted Industrialised
Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
ValueChain
VisibleInvisible
War
Wonder Peace
Climatic pattern
Peace, War and
Wonder
148. War
Points of Change 2014 2015-2020 2020-2025 2025-2030 2030-2035 2035-2040 2040-2045 2045-2050
Now Near Far
IaaS War
PaaS War
SaaS War
Big Data War
Robotics War
Currency (blockchain) War
Sensor as a Service War
IoT War
Immersive War
3D printing War
Social Change War
GMO War
Genetic Engineering War
Intelligent Agents War
Printed Electronics War
Hybrid Printing War
Bio Manufacturing War
Epigenetics War
Materials War
Unpredictable Predictable
Weak signal analysis, 2014
149. Uncharted Industrialised
Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
ValueChain
VisibleInvisible
Comfort
Route
Management
LBS
IS
Maintenance
IoT
Affordable
OEM
Design
Simulation
Manufacturers
Assembly
Fabrication
Power supply
CPU
Car
Material
Sensors
Infotainment
Entertainment
Immersive
2025
Digital
subscription
model
A to BStatus
Intelligent
agents
150. Uncharted Industrialised
Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
ValueChain
VisibleInvisible
Comfort
Route
Management
LBS
IS
Maintenance
IoT
Affordable
OEM
Design
Simulation
Manufacturers
Assembly
Fabrication
Power supply
CPU
Car
Material
Sensors
Infotainment
Entertainment
Immersive
2025
Digital
subscription
model
A to BStatus
Intelligent
agents
Constraint
Last man standing
Directed investment
Directed investment
Directed investment
Directed investment
151. Factor Industry 2015 2025
Leadership
Cloud
Automotive
Train
Aero
Nuclear
Solar
Wind
Biomedical
US advantage
China advantage
Equal footing
157. 100%
0
Adoption rate at a given time
Total adoption at a given time
One is simply the
total of the other
A Rogers diffusion curve
A typical Moore presentation
time
Adoption(%)
158. 100%
0
Adoption rate at a given time
Total adoption at a given time
One is simply the
total of the other
A Rogers diffusion curve
The chasm
A typical Moore presentation
The early
market
The
mainstream
market
time
Adoption(%)
165. Stage I II (key)
Publication
Type
Wonder
building, construction
and awareness
time
Frequency
166. Stage I II (key) III (key)
Publication
Type
Wonder
building, construction
and awareness
operation,
maintenance and
feature
differences
time
Frequency
167. Stage I II (key) III (key) IV
Publication
Type
Wonder
building, construction
and awareness
operation,
maintenance and
feature
differences
use
time
Frequency
168. Stage I II (key) III (key) IV
Publication
Type
Wonder
building, construction
and awareness
operation,
maintenance and
feature
differences
use
time
Frequency
increasing certainty
169. Stage I II (key) III (key) IV
Publication
Type
Wonder
building, construction
and awareness
operation,
maintenance and
feature
differences
use
time
Frequency
increasing certainty
Point of
stability
100%
certain
t1
184. Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
ValueChain
VisibleInvisible
Online Photo
Storage
Data Centre
Power
Print
Web Site
Platform
CRM
Online Image
Manipulation
Compute
Customer
Needs
Needs
Needs
Needs
Needs
Needs
Needs
Needs
Needs
Needs
Needs
Needs
Needs
Needs
Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
Visual Yes
Context Yes
Position Yes
Anchor Yes
Movement NO
Components Yes
185. Stage I II (key) III (key) IV
Publication
Type
Wonder
building, construction
and awareness
operation,
maintenance and
feature
differences
use
time
Frequency
increasing certainty
186. Stage (of Evolution) I II III IV
Activity Genesis Custom Product (+rental) Commodity (+utility)
Data Unmodelled Divergent Convergent Modelled
Practice Novel Emerging Good Best
Knowledge Concept Hypothesis Theory Universally Accepted
Characteristics
Ubiquity Rare Slowly increasing Rapidly increasing
Widespread in the applicable market /
ecosystem
Certainty
Poorly understood / exploring the
unknown
Rapid increases in learning / discovery
becomes refining
Rapid increases in use / increasing fit
for purpose
Commonly understood
(in terms of use)
Publication Types
Describe the wonder of the thing / the
discovery of some marvel / a new land /
an unknown frontier
Focused on build / construct / awareness
and learning / many models of
explanation / no accepted forms / a wild
west.
Maintenance / operations /
installation / comparison between
competing forms / feature analysis e.g.
merits of one model over another
Focused on use / increasingly an
accepted, almost invisible component
General Properties
Market Undefined market
Forming market / competing forms and
different models of understanding
Growing market / consolidation to a few
competing but more accepted forms.
Mature market / stabilised to an
accepted form
Knowledge management Uncertain
Learning on use / focused on testing
prediction
Learning on operation / using prediction
/ verification
known / accepted
Market (Ecosystem)
Perception
Chaotic (non linear) / Domain of the
“crazy”
Domain of “experts”
Increasing expectation of use / Domain
of “professionals”
Ordered (appearance of being linear) /
trivial / formula to be applied
User perception
Different / confusing / exciting /
surprising / dangerous
Leading edge / emerging / uncertainty
over results
Increasingly common / disappointed if
not used or available / feeling left
behind
Standard / expected / feeling of shock
if not used
Perception in Indusry
Future source of competitive advantage /
unpredictable / unknown
Seen as a competitive advantage / a
differential / looking for ROI and case
examples
Advantage through implementation /
features / this model is better than
that
Cost of doing business /
accepted / specific defined models
Focus of value
High future worth but immediate
investment
Seeking ways to profit and a ROI /
seeking confirmation of value
High profitability per unit / a valuable
model / a feeling of understanding /
focus on exploitation
High volume / reducing margin /
important but invisible / an essential
component of something more complex
Understanding
Poorly understood /
unpredictable
Increasing understanding / development
of measures
Increasing education / constant
refinement of needs / measures
Believed to be well defined / stable /
measurable
Comparison
Constantly changing / a differential /
unstable
Learning from others / testing the water
/ some evidential support
Competing models / feature difference /
evidential support
Essential / any advantage is operational
/ accepted norm
Failure High / tolerated / assumed to be wrong
Moderate / unsurprising if wrong but
disappointed
Not tolerated /assumed to be in the
right direction / resistance to changing
Surprised by failure / focus on
operational efficiency
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
187. Stage (of Evolution) I II III IV
Activity Genesis Custom Product (+rental) Commodity (+utility)
Data Unmodelled Divergent Convergent Modelled
Practice Novel Emerging Good Best
Knowledge Concept Hypothesis Theory Universally Accepted
Characteristics
Ubiquity Rare Slowly increasing Rapidly increasing
Widespread in the applicable market /
ecosystem
Certainty
Poorly understood / exploring the
unknown
Rapid increases in learning / discovery
becomes refining
Rapid increases in use / increasing fit
for purpose
Commonly understood
(in terms of use)
Publication Types
Describe the wonder of the thing / the
discovery of some marvel / a new land /
an unknown frontier
Focused on build / construct / awareness
and learning / many models of
explanation / no accepted forms / a wild
west.
Maintenance / operations /
installation / comparison between
competing forms / feature analysis e.g.
merits of one model over another
Focused on use / increasingly an
accepted, almost invisible component
General Properties
Market Undefined market
Forming market / competing forms and
different models of understanding
Growing market / consolidation to a few
competing but more accepted forms.
Mature market / stabilised to an
accepted form
Knowledge management Uncertain
Learning on use / focused on testing
prediction
Learning on operation / using prediction
/ verification
known / accepted
Market (Ecosystem)
Perception
Chaotic (non linear) / Domain of the
“crazy”
Domain of “experts”
Increasing expectation of use / Domain
of “professionals”
Ordered (appearance of being linear) /
trivial / formula to be applied
User perception
Different / confusing / exciting /
surprising / dangerous
Leading edge / emerging / uncertainty
over results
Increasingly common / disappointed if
not used or available / feeling left
behind
Standard / expected / feeling of shock
if not used
Perception in Indusry
Future source of competitive advantage /
unpredictable / unknown
Seen as a competitive advantage / a
differential / looking for ROI and case
examples
Advantage through implementation /
features / this model is better than
that
Cost of doing business /
accepted / specific defined models
Focus of value
High future worth but immediate
investment
Seeking ways to profit and a ROI /
seeking confirmation of value
High profitability per unit / a valuable
model / a feeling of understanding /
focus on exploitation
High volume / reducing margin /
important but invisible / an essential
component of something more complex
Understanding
Poorly understood /
unpredictable
Increasing understanding / development
of measures
Increasing education / constant
refinement of needs / measures
Believed to be well defined / stable /
measurable
Comparison
Constantly changing / a differential /
unstable
Learning from others / testing the water
/ some evidential support
Competing models / feature difference /
evidential support
Essential / any advantage is operational
/ accepted norm
Failure High / tolerated / assumed to be wrong
Moderate / unsurprising if wrong but
disappointed
Not tolerated /assumed to be in the
right direction / resistance to changing
Surprised by failure / focus on
operational efficiency
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
188. Stage (of Evolution) I II III IV
Activity Genesis Custom Product (+rental) Commodity (+utility)
Data Unmodelled Divergent Convergent Modelled
Practice Novel Emerging Good Best
Knowledge Concept Hypothesis Theory Universally Accepted
Characteristics
Ubiquity Rare Slowly increasing Rapidly increasing
Widespread in the applicable market /
ecosystem
Certainty
Poorly understood / exploring the
unknown
Rapid increases in learning / discovery
becomes refining
Rapid increases in use / increasing fit
for purpose
Commonly understood
(in terms of use)
Publication Types
Describe the wonder of the thing / the
discovery of some marvel / a new land /
an unknown frontier
Focused on build / construct / awareness
and learning / many models of
explanation / no accepted forms / a wild
west.
Maintenance / operations /
installation / comparison between
competing forms / feature analysis e.g.
merits of one model over another
Focused on use / increasingly an
accepted, almost invisible component
General Properties
Market Undefined market
Forming market / competing forms and
different models of understanding
Growing market / consolidation to a few
competing but more accepted forms.
Mature market / stabilised to an
accepted form
Knowledge management Uncertain
Learning on use / focused on testing
prediction
Learning on operation / using prediction
/ verification
known / accepted
Market (Ecosystem)
Perception
Chaotic (non linear) / Domain of the
“crazy”
Domain of “experts”
Increasing expectation of use / Domain
of “professionals”
Ordered (appearance of being linear) /
trivial / formula to be applied
User perception
Different / confusing / exciting /
surprising / dangerous
Leading edge / emerging / uncertainty
over results
Increasingly common / disappointed if
not used or available / feeling left
behind
Standard / expected / feeling of shock
if not used
Perception in Indusry
Future source of competitive advantage /
unpredictable / unknown
Seen as a competitive advantage / a
differential / looking for ROI and case
examples
Advantage through implementation /
features / this model is better than
that
Cost of doing business /
accepted / specific defined models
Focus of value
High future worth but immediate
investment
Seeking ways to profit and a ROI /
seeking confirmation of value
High profitability per unit / a valuable
model / a feeling of understanding /
focus on exploitation
High volume / reducing margin /
important but invisible / an essential
component of something more complex
Understanding
Poorly understood /
unpredictable
Increasing understanding / development
of measures
Increasing education / constant
refinement of needs / measures
Believed to be well defined / stable /
measurable
Comparison
Constantly changing / a differential /
unstable
Learning from others / testing the water
/ some evidential support
Competing models / feature difference /
evidential support
Essential / any advantage is operational
/ accepted norm
Failure High / tolerated / assumed to be wrong
Moderate / unsurprising if wrong but
disappointed
Not tolerated /assumed to be in the
right direction / resistance to changing
Surprised by failure / focus on
operational efficiency
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
189. Stage (of Evolution) I II III IV
Activity Genesis Custom Product (+rental) Commodity (+utility)
Data Unmodelled Divergent Convergent Modelled
Practice Novel Emerging Good Best
Knowledge Concept Hypothesis Theory Universally Accepted
Characteristics
Ubiquity Rare Slowly increasing Rapidly increasing
Widespread in the applicable market /
ecosystem
Certainty
Poorly understood / exploring the
unknown
Rapid increases in learning / discovery
becomes refining
Rapid increases in use / increasing fit
for purpose
Commonly understood
(in terms of use)
Publication Types
Describe the wonder of the thing / the
discovery of some marvel / a new land /
an unknown frontier
Focused on build / construct / awareness
and learning / many models of
explanation / no accepted forms / a wild
west.
Maintenance / operations /
installation / comparison between
competing forms / feature analysis e.g.
merits of one model over another
Focused on use / increasingly an
accepted, almost invisible component
General Properties
Market Undefined market
Forming market / competing forms and
different models of understanding
Growing market / consolidation to a few
competing but more accepted forms.
Mature market / stabilised to an
accepted form
Knowledge management Uncertain
Learning on use / focused on testing
prediction
Learning on operation / using prediction
/ verification
known / accepted
Market (Ecosystem)
Perception
Chaotic (non linear) / Domain of the
“crazy”
Domain of “experts”
Increasing expectation of use / Domain
of “professionals”
Ordered (appearance of being linear) /
trivial / formula to be applied
User perception
Different / confusing / exciting /
surprising / dangerous
Leading edge / emerging / uncertainty
over results
Increasingly common / disappointed if
not used or available / feeling left
behind
Standard / expected / feeling of shock
if not used
Perception in Indusry
Future source of competitive advantage /
unpredictable / unknown
Seen as a competitive advantage / a
differential / looking for ROI and case
examples
Advantage through implementation /
features / this model is better than
that
Cost of doing business /
accepted / specific defined models
Focus of value
High future worth but immediate
investment
Seeking ways to profit and a ROI /
seeking confirmation of value
High profitability per unit / a valuable
model / a feeling of understanding /
focus on exploitation
High volume / reducing margin /
important but invisible / an essential
component of something more complex
Understanding
Poorly understood /
unpredictable
Increasing understanding / development
of measures
Increasing education / constant
refinement of needs / measures
Believed to be well defined / stable /
measurable
Comparison
Constantly changing / a differential /
unstable
Learning from others / testing the water
/ some evidential support
Competing models / feature difference /
evidential support
Essential / any advantage is operational
/ accepted norm
Failure High / tolerated / assumed to be wrong
Moderate / unsurprising if wrong but
disappointed
Not tolerated /assumed to be in the
right direction / resistance to changing
Surprised by failure / focus on
operational efficiency
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
190. Stage (of Evolution) I II III IV
Activity Genesis Custom Product (+rental) Commodity (+utility)
Data Unmodelled Divergent Convergent Modelled
Practice Novel Emerging Good Best
Knowledge Concept Hypothesis Theory Universally Accepted
Characteristics
Ubiquity Rare Slowly increasing Rapidly increasing
Widespread in the applicable market /
ecosystem
Certainty
Poorly understood / exploring the
unknown
Rapid increases in learning / discovery
becomes refining
Rapid increases in use / increasing fit
for purpose
Commonly understood
(in terms of use)
Publication Types
Describe the wonder of the thing / the
discovery of some marvel / a new land /
an unknown frontier
Focused on build / construct / awareness
and learning / many models of
explanation / no accepted forms / a wild
west.
Maintenance / operations /
installation / comparison between
competing forms / feature analysis e.g.
merits of one model over another
Focused on use / increasingly an
accepted, almost invisible component
General Properties
Market Undefined market
Forming market / competing forms and
different models of understanding
Growing market / consolidation to a few
competing but more accepted forms.
Mature market / stabilised to an
accepted form
Knowledge management Uncertain
Learning on use / focused on testing
prediction
Learning on operation / using prediction
/ verification
known / accepted
Market (Ecosystem)
Perception
Chaotic (non linear) / Domain of the
“crazy”
Domain of “experts”
Increasing expectation of use / Domain
of “professionals”
Ordered (appearance of being linear) /
trivial / formula to be applied
User perception
Different / confusing / exciting /
surprising / dangerous
Leading edge / emerging / uncertainty
over results
Increasingly common / disappointed if
not used or available / feeling left
behind
Standard / expected / feeling of shock
if not used
Perception in Indusry
Future source of competitive advantage /
unpredictable / unknown
Seen as a competitive advantage / a
differential / looking for ROI and case
examples
Advantage through implementation /
features / this model is better than
that
Cost of doing business /
accepted / specific defined models
Focus of value
High future worth but immediate
investment
Seeking ways to profit and a ROI /
seeking confirmation of value
High profitability per unit / a valuable
model / a feeling of understanding /
focus on exploitation
High volume / reducing margin /
important but invisible / an essential
component of something more complex
Understanding
Poorly understood /
unpredictable
Increasing understanding / development
of measures
Increasing education / constant
refinement of needs / measures
Believed to be well defined / stable /
measurable
Comparison
Constantly changing / a differential /
unstable
Learning from others / testing the water
/ some evidential support
Competing models / feature difference /
evidential support
Essential / any advantage is operational
/ accepted norm
Failure High / tolerated / assumed to be wrong
Moderate / unsurprising if wrong but
disappointed
Not tolerated /assumed to be in the
right direction / resistance to changing
Surprised by failure / focus on
operational efficiency
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
193. Uncharted Industrialised
Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
ValueChain
VisibleInvisible
CRM
Creative
Studios
Traditional
Media (DVDs
etc)
Customer
Leisure TimeAggregator
Branded
Commissioned Acquired
Internet
Broadcast
Artistic
Direction
Production
Talent
Production
Systems
Market
Analysis
Content
Web Site
Streaming
ServiceRecommendation
Engine
Web
Server
Compute
Power
Content Pipeline
194. Uncharted Industrialised
Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
ValueChain
VisibleInvisible
CRM
Creative
Studios
Traditional
Media (DVDs
etc)
Customer
Leisure TimeAggregator
Branded
Commissioned Acquired
Internet
Broadcast
Artistic
Direction
Production
Talent
Production
Systems
Market
Analysis
Content
Web Site
Streaming
ServiceRecommendation
Engine
Web
Server
Compute
Power
Content Pipeline
195. Uncharted Industrialised
Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
ValueChain
VisibleInvisible
CRM
Creative
Studios
Traditional
Media (DVDs
etc)
Customer
Leisure TimeAggregator
Branded
Commissioned Acquired
Internet
Broadcast
Artistic
Direction
Production
Talent
Production
Systems
Market
Analysis
Content
Web Site
Streaming
ServiceRecommendation
Engine
Web
Server
Compute
Power
Content Pipeline
+ Constraint
196. Uncharted Industrialised
Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
ValueChain
VisibleInvisible
CRM
Creative
Studios
Traditional
Media (DVDs
etc)
Customer
Leisure TimeAggregator
Branded
Commissioned Acquired
Internet
Broadcast
Artistic
Direction
Production
Talent
Production
Systems
Market
Analysis
Content
Web Site
Streaming
ServiceRecommendation
Engine
Web
Server
Compute
Power
Content Pipeline
+ Constraint
197. Uncharted Industrialised
Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
ValueChain
VisibleInvisible
CRM
Creative
Studios
Traditional
Media (DVDs
etc)
Customer
Leisure TimeAggregator
Branded
Commissioned Acquired
Internet
Broadcast
Artistic
Direction
Production
Talent
Production
Systems
Market
Analysis
Content
Web Site
Streaming
ServiceRecommendation
Engine
Web
Server
Compute
Power
Content Pipeline
+ Constraint
198. Uncharted Industrialised
Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
ValueChain
VisibleInvisible
CRM
Creative
Studios
Traditional
Media (DVDs
etc)
Customer
Leisure TimeAggregator
Branded
Commissioned Acquired
Internet
Broadcast
Artistic
Direction
Production
Talent
Production
Systems
Market
Analysis
Content
Web Site
Streaming
ServiceRecommendation
Engine
Web
Server
Compute
Power
Content Pipeline
+ Constraint
+ Constraint
+ Constraint
+ Constraint
199. Uncharted Industrialised
Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
ValueChain
VisibleInvisible
CRM
Creative
Studios
Traditional
Media (DVDs
etc)
Customer
Leisure TimeAggregator
Branded
Commissioned Acquired
Internet
Broadcast
Artistic
Direction
Production
Talent
Production
Systems
Market
Analysis
Content
Web Site
Streaming
ServiceRecommendation
Engine
Web
Server
Compute
Power
Content Pipeline
+ Constraint
+ Constraint
+ Constraint
+ Constraint
200. Uncharted Industrialised
Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
ValueChain
VisibleInvisible
CRM
Creative
Studios
Traditional
Media (DVDs
etc)
Customer
Leisure TimeAggregator
Branded
Commissioned Acquired
Internet
Broadcast
Artistic
Direction
Production
Talent
Production
Systems
Market
Analysis
Content
Web Site
Streaming
ServiceRecommendation
Engine
Web
Server
Compute
Power
Content Pipeline
+ Constraint
+ Constraint
+ Constraint
+ Constraint
201. Uncharted Industrialised
Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
ValueChain
VisibleInvisible
CRM
Creative
Studios
Traditional
Media (DVDs
etc)
Customer
Leisure TimeAggregator
Branded
Commissioned Acquired
Internet
Broadcast
Artistic
Direction
Production
Talent
Production
Systems
Market
Analysis
Content
Web Site
Streaming
ServiceRecommendation
Engine
Web
Server
Compute
Power
Content Pipeline
+ Constraint
+ Constraint
+ Constraint
+ Constraint
Open
202. Uncharted Industrialised
Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
ValueChain
VisibleInvisible
CRM
Creative
Studios
Traditional
Media (DVDs
etc)
Customer
Leisure TimeAggregator
Branded
Commissioned Acquired
Internet
Broadcast
Artistic
Direction
Production
Talent
Production
Systems
Market
Analysis
Content
Web Site
Streaming
ServiceRecommendation
Engine
Web
Server
Compute
Power
Content Pipeline
+ Constraint
+ Constraint
+ Constraint
+ Constraint
Do you think
Creative Studios
will oppose this?
Open
203. Uncharted Industrialised
Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
ValueChain
VisibleInvisible
CRM
Creative
Studios
Traditional
Media (DVDs
etc)
Customer
Leisure TimeAggregator
Branded
Commissioned Acquired
Internet
Broadcast
Artistic
Direction
Production
Talent
Production
Systems
Market
Analysis
Content
Web Site
Streaming
ServiceRecommendation
Engine
Web
Server
Compute
Power
Content Pipeline
+ Constraint
+ Constraint
+ Constraint
+ Constraint
Gameplay
Fool’s mate
Open