際際滷shows by User: PhilipBoxer / http://www.slideshare.net/images/logo.gif 際際滷shows by User: PhilipBoxer / Mon, 13 Dec 2021 21:06:40 GMT 際際滷Share feed for 際際滷shows by User: PhilipBoxer 2021 working beyond the pale /slideshow/2021-working-beyond-the-pale/250832563 2021workingbeyondthepale-211213210641
Its not uncommon to arrive at the moment within a consultation when the client feels confronted by an unavoidable career crisis: leave because s/he cant see any future staying; or stay because s/he sees no alternative to accepting the limitations being imposed by the larger system. This paper examines three cases, one up close, in which the client had come up against a wall: one providing on-line gambling, one procuring military capabilities, and one providing intensive social care. In each case there existed possible courses of action that could have provided better outcomes and made greater commercial sense, but which were nevertheless judged as beyond the pale by the existing powers. The challenge for the client is to use the crisis while not taking it personally. The paper explores the psychoanalytic basis of the walling off as a systemic defense against innovation and the challenge to leadership in overcoming it.]]>
Its not uncommon to arrive at the moment within a consultation when the client feels confronted by an unavoidable career crisis: leave because s/he cant see any future staying; or stay because s/he sees no alternative to accepting the limitations being imposed by the larger system. This paper examines three cases, one up close, in which the client had come up against a wall: one providing on-line gambling, one procuring military capabilities, and one providing intensive social care. In each case there existed possible courses of action that could have provided better outcomes and made greater commercial sense, but which were nevertheless judged as beyond the pale by the existing powers. The challenge for the client is to use the crisis while not taking it personally. The paper explores the psychoanalytic basis of the walling off as a systemic defense against innovation and the challenge to leadership in overcoming it.]]> Mon, 13 Dec 2021 21:06:40 GMT /slideshow/2021-working-beyond-the-pale/250832563 PhilipBoxer@slideshare.net(PhilipBoxer) 2021 working beyond the pale PhilipBoxer Its not uncommon to arrive at the moment within a consultation when the client feels confronted by an unavoidable career crisis: leave because s/he cant see any future staying; or stay because s/he sees no alternative to accepting the limitations being imposed by the larger system. This paper examines three cases, one up close, in which the client had come up against a wall: one providing on-line gambling, one procuring military capabilities, and one providing intensive social care. In each case there existed possible courses of action that could have provided better outcomes and made greater commercial sense, but which were nevertheless judged as beyond the pale by the existing powers. The challenge for the client is to use the crisis while not taking it personally. The paper explores the psychoanalytic basis of the walling off as a systemic defense against innovation and the challenge to leadership in overcoming it. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/2021workingbeyondthepale-211213210641-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Its not uncommon to arrive at the moment within a consultation when the client feels confronted by an unavoidable career crisis: leave because s/he cant see any future staying; or stay because s/he sees no alternative to accepting the limitations being imposed by the larger system. This paper examines three cases, one up close, in which the client had come up against a wall: one providing on-line gambling, one procuring military capabilities, and one providing intensive social care. In each case there existed possible courses of action that could have provided better outcomes and made greater commercial sense, but which were nevertheless judged as beyond the pale by the existing powers. The challenge for the client is to use the crisis while not taking it personally. The paper explores the psychoanalytic basis of the walling off as a systemic defense against innovation and the challenge to leadership in overcoming it.
2021 working beyond the pale from Boxer Research Ltd
]]> 101 0 https://cdn.slidesharecdn.com/ss_thumbnails/2021workingbeyondthepale-211213210641-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 2021 the double challenge of requisite agility /slideshow/2021-the-double-challenge-of-requisite-agility/250832548 2021thedoublechallengeofrequisiteagility-211213210013
Big-A Agile methods enable an enterprise to develop software and systems rapidly in response to new requirements for products and services. Small-a agility is about flexibility in general, apparent in how individuals, workgroups and enterprises respond to new kinds of requirement. In both cases there is a separation between the design-time within which a response can be developed and the run-time within which it is deployed operationally. Requisite agility is this same general flexibility, but where no such separation is possible between design-time and run-time: the enterprise becomes entangled with the clients context-of-use so that the response to new requirements has to happen in the clients real time. Requiring the support of platform architectures, this entanglement creates a double challenge to the governance of an enterprise. It needs to be able to collaborate effectively across enterprise boundaries, but it also needs to develop the requisite agility at the level of the enterprise that enables it to respond in real time to new forms of demand. ]]>
Big-A Agile methods enable an enterprise to develop software and systems rapidly in response to new requirements for products and services. Small-a agility is about flexibility in general, apparent in how individuals, workgroups and enterprises respond to new kinds of requirement. In both cases there is a separation between the design-time within which a response can be developed and the run-time within which it is deployed operationally. Requisite agility is this same general flexibility, but where no such separation is possible between design-time and run-time: the enterprise becomes entangled with the clients context-of-use so that the response to new requirements has to happen in the clients real time. Requiring the support of platform architectures, this entanglement creates a double challenge to the governance of an enterprise. It needs to be able to collaborate effectively across enterprise boundaries, but it also needs to develop the requisite agility at the level of the enterprise that enables it to respond in real time to new forms of demand. ]]> Mon, 13 Dec 2021 21:00:12 GMT /slideshow/2021-the-double-challenge-of-requisite-agility/250832548 PhilipBoxer@slideshare.net(PhilipBoxer) 2021 the double challenge of requisite agility PhilipBoxer Big-A Agile methods enable an enterprise to develop software and systems rapidly in response to new requirements for products and services. Small-a agility is about flexibility in general, apparent in how individuals, workgroups and enterprises respond to new kinds of requirement. In both cases there is a separation between the design-time within which a response can be developed and the run-time within which it is deployed operationally. Requisite agility is this same general flexibility, but where no such separation is possible between design-time and run-time: the enterprise becomes entangled with the clients context-of-use so that the response to new requirements has to happen in the clients real time. Requiring the support of platform architectures, this entanglement creates a double challenge to the governance of an enterprise. It needs to be able to collaborate effectively across enterprise boundaries, but it also needs to develop the requisite agility at the level of the enterprise that enables it to respond in real time to new forms of demand. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/2021thedoublechallengeofrequisiteagility-211213210013-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Big-A Agile methods enable an enterprise to develop software and systems rapidly in response to new requirements for products and services. Small-a agility is about flexibility in general, apparent in how individuals, workgroups and enterprises respond to new kinds of requirement. In both cases there is a separation between the design-time within which a response can be developed and the run-time within which it is deployed operationally. Requisite agility is this same general flexibility, but where no such separation is possible between design-time and run-time: the enterprise becomes entangled with the clients context-of-use so that the response to new requirements has to happen in the clients real time. Requiring the support of platform architectures, this entanglement creates a double challenge to the governance of an enterprise. It needs to be able to collaborate effectively across enterprise boundaries, but it also needs to develop the requisite agility at the level of the enterprise that enables it to respond in real time to new forms of demand.
2021 the double challenge of requisite agility from Boxer Research Ltd
]]> 78 0 https://cdn.slidesharecdn.com/ss_thumbnails/2021thedoublechallengeofrequisiteagility-211213210013-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 En gendering leadership /slideshow/en-gendering-leadership/135699024 en-genderingleadership-190311184327
This is a case in which an employee encountered an ethical crisis. The organisation was responsible for commissioning healthcare, and it was as if her unconscious was demanding of her professional self: are you going to give me your money or your life? Choosing money would mean going along with what the organisation was demanding of her at the cost of others lives, while postponing the question(ing) of her life; choosing life meant confronting the issues the organisation was facing; and resigning meant giving up on either choice. This encounter between the one alone approach of the organisation and the incompleteness of its responses to its citizen-patients reflected a radical non-rapport between the different ways-of-being of the organisation and of the citizen-patient as the organisations other, in which the organisation faced a lack experienced as a demand for something more that in this case it was refusing. This paper considers how the current contractual arrangements between the organisation and its service-providers served the interests of the powers-that-be and examines the gendered assumptions built into these contractual arrangements. The paper considers how a different understanding of leadership would create ways of balancing interests that were en-gendering by working with the non-rapport inherent to the relation between the organisation and the lives of its citizen-clients. The paper will provide some Lacanian background to this way of understanding organisation and consider its implications for the ethical crisis that the contractor faced. ]]>
This is a case in which an employee encountered an ethical crisis. The organisation was responsible for commissioning healthcare, and it was as if her unconscious was demanding of her professional self: are you going to give me your money or your life? Choosing money would mean going along with what the organisation was demanding of her at the cost of others lives, while postponing the question(ing) of her life; choosing life meant confronting the issues the organisation was facing; and resigning meant giving up on either choice. This encounter between the one alone approach of the organisation and the incompleteness of its responses to its citizen-patients reflected a radical non-rapport between the different ways-of-being of the organisation and of the citizen-patient as the organisations other, in which the organisation faced a lack experienced as a demand for something more that in this case it was refusing. This paper considers how the current contractual arrangements between the organisation and its service-providers served the interests of the powers-that-be and examines the gendered assumptions built into these contractual arrangements. The paper considers how a different understanding of leadership would create ways of balancing interests that were en-gendering by working with the non-rapport inherent to the relation between the organisation and the lives of its citizen-clients. The paper will provide some Lacanian background to this way of understanding organisation and consider its implications for the ethical crisis that the contractor faced. ]]> Mon, 11 Mar 2019 18:43:27 GMT /slideshow/en-gendering-leadership/135699024 PhilipBoxer@slideshare.net(PhilipBoxer) En gendering leadership PhilipBoxer This is a case in which an employee encountered an ethical crisis. The organisation was responsible for commissioning healthcare, and it was as if her unconscious was demanding of her professional self: are you going to give me your money or your life? Choosing money would mean going along with what the organisation was demanding of her at the cost of others lives, while postponing the question(ing) of her life; choosing life meant confronting the issues the organisation was facing; and resigning meant giving up on either choice. This encounter between the one alone approach of the organisation and the incompleteness of its responses to its citizen-patients reflected a radical non-rapport between the different ways-of-being of the organisation and of the citizen-patient as the organisations other, in which the organisation faced a lack experienced as a demand for something more that in this case it was refusing. This paper considers how the current contractual arrangements between the organisation and its service-providers served the interests of the powers-that-be and examines the gendered assumptions built into these contractual arrangements. The paper considers how a different understanding of leadership would create ways of balancing interests that were en-gendering by working with the non-rapport inherent to the relation between the organisation and the lives of its citizen-clients. The paper will provide some Lacanian background to this way of understanding organisation and consider its implications for the ethical crisis that the contractor faced. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/en-genderingleadership-190311184327-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> This is a case in which an employee encountered an ethical crisis. The organisation was responsible for commissioning healthcare, and it was as if her unconscious was demanding of her professional self: are you going to give me your money or your life? Choosing money would mean going along with what the organisation was demanding of her at the cost of others lives, while postponing the question(ing) of her life; choosing life meant confronting the issues the organisation was facing; and resigning meant giving up on either choice. This encounter between the one alone approach of the organisation and the incompleteness of its responses to its citizen-patients reflected a radical non-rapport between the different ways-of-being of the organisation and of the citizen-patient as the organisations other, in which the organisation faced a lack experienced as a demand for something more that in this case it was refusing. This paper considers how the current contractual arrangements between the organisation and its service-providers served the interests of the powers-that-be and examines the gendered assumptions built into these contractual arrangements. The paper considers how a different understanding of leadership would create ways of balancing interests that were en-gendering by working with the non-rapport inherent to the relation between the organisation and the lives of its citizen-clients. The paper will provide some Lacanian background to this way of understanding organisation and consider its implications for the ethical crisis that the contractor faced.
En gendering leadership from Boxer Research Ltd
]]> 71 1 https://cdn.slidesharecdn.com/ss_thumbnails/en-genderingleadership-190311184327-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Thinking psychoanalytically about desire in organizations - why we need a 3rd epoch /PhilipBoxer/thinking-psychoanalytically-about-desire-in-organizations-why-we-need-a-3rd-epoch thinkingpsychoanalyticallyaboutdesireinorganizations-whyweneeda3rdepoch-190311183759
Psychoanalytic understanding has approached the organization as being like the ego in its pursuit of sovereign autonomy, its inter-subjective discursive practices organizing its work in relation to its markets. The corporate entity has been approached as an a priori. Psychoanalytic understanding has addressed the ways in which individuals take up roles within the life of an organization, but not the ways in which an organization may support a multiplicity of roles one-by-one in the lives of its citizen-clients. The a priori status of the sovereign corporate entity leads to the unconscious being referred to as descriptively unconscious, below the surface of the inter-subjective practices it supports. The implication is that what lies below the surface can in principle be made conscious. This repressed unconscious is distinct from the wider compass of the radically unconscious. Distinguishing the repressed from this radically unconscious enables us to establish a beyond of the libidinally-invested-in identifications supported by the organization. Defenses against anxiety may thus become defenses against a beyond of innovation, through which a posteriori organization might support innovative roles in the lives of its citizen-clients. We need to understand how a radically unconscious valency for innovation becomes realized. This would enable us to address how individuals might support identifications with an organization when it was itself having to innovate continuously under their feet. Without such an understanding, we can only expect an organization to betray its citizen-clients through serving its a priori interests to the exclusion of others. ]]>
Psychoanalytic understanding has approached the organization as being like the ego in its pursuit of sovereign autonomy, its inter-subjective discursive practices organizing its work in relation to its markets. The corporate entity has been approached as an a priori. Psychoanalytic understanding has addressed the ways in which individuals take up roles within the life of an organization, but not the ways in which an organization may support a multiplicity of roles one-by-one in the lives of its citizen-clients. The a priori status of the sovereign corporate entity leads to the unconscious being referred to as descriptively unconscious, below the surface of the inter-subjective practices it supports. The implication is that what lies below the surface can in principle be made conscious. This repressed unconscious is distinct from the wider compass of the radically unconscious. Distinguishing the repressed from this radically unconscious enables us to establish a beyond of the libidinally-invested-in identifications supported by the organization. Defenses against anxiety may thus become defenses against a beyond of innovation, through which a posteriori organization might support innovative roles in the lives of its citizen-clients. We need to understand how a radically unconscious valency for innovation becomes realized. This would enable us to address how individuals might support identifications with an organization when it was itself having to innovate continuously under their feet. Without such an understanding, we can only expect an organization to betray its citizen-clients through serving its a priori interests to the exclusion of others. ]]> Mon, 11 Mar 2019 18:37:59 GMT /PhilipBoxer/thinking-psychoanalytically-about-desire-in-organizations-why-we-need-a-3rd-epoch PhilipBoxer@slideshare.net(PhilipBoxer) Thinking psychoanalytically about desire in organizations - why we need a 3rd epoch PhilipBoxer Psychoanalytic understanding has approached the organization as being like the ego in its pursuit of sovereign autonomy, its inter-subjective discursive practices organizing its work in relation to its markets. The corporate entity has been approached as an a priori. Psychoanalytic understanding has addressed the ways in which individuals take up roles within the life of an organization, but not the ways in which an organization may support a multiplicity of roles one-by-one in the lives of its citizen-clients. The a priori status of the sovereign corporate entity leads to the unconscious being referred to as descriptively unconscious, below the surface of the inter-subjective practices it supports. The implication is that what lies below the surface can in principle be made conscious. This repressed unconscious is distinct from the wider compass of the radically unconscious. Distinguishing the repressed from this radically unconscious enables us to establish a beyond of the libidinally-invested-in identifications supported by the organization. Defenses against anxiety may thus become defenses against a beyond of innovation, through which a posteriori organization might support innovative roles in the lives of its citizen-clients. We need to understand how a radically unconscious valency for innovation becomes realized. This would enable us to address how individuals might support identifications with an organization when it was itself having to innovate continuously under their feet. Without such an understanding, we can only expect an organization to betray its citizen-clients through serving its a priori interests to the exclusion of others. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/thinkingpsychoanalyticallyaboutdesireinorganizations-whyweneeda3rdepoch-190311183759-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Psychoanalytic understanding has approached the organization as being like the ego in its pursuit of sovereign autonomy, its inter-subjective discursive practices organizing its work in relation to its markets. The corporate entity has been approached as an a priori. Psychoanalytic understanding has addressed the ways in which individuals take up roles within the life of an organization, but not the ways in which an organization may support a multiplicity of roles one-by-one in the lives of its citizen-clients. The a priori status of the sovereign corporate entity leads to the unconscious being referred to as descriptively unconscious, below the surface of the inter-subjective practices it supports. The implication is that what lies below the surface can in principle be made conscious. This repressed unconscious is distinct from the wider compass of the radically unconscious. Distinguishing the repressed from this radically unconscious enables us to establish a beyond of the libidinally-invested-in identifications supported by the organization. Defenses against anxiety may thus become defenses against a beyond of innovation, through which a posteriori organization might support innovative roles in the lives of its citizen-clients. We need to understand how a radically unconscious valency for innovation becomes realized. This would enable us to address how individuals might support identifications with an organization when it was itself having to innovate continuously under their feet. Without such an understanding, we can only expect an organization to betray its citizen-clients through serving its a priori interests to the exclusion of others.
Thinking psychoanalytically about desire in organizations - why we need a 3rd epoch from Boxer Research Ltd
]]> 138 2 https://cdn.slidesharecdn.com/ss_thumbnails/thinkingpsychoanalyticallyaboutdesireinorganizations-whyweneeda3rdepoch-190311183759-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Creating value in ecosystems: the place of the well-bounded organisation /slideshow/creating-value-in-ecosystems-the-place-of-the-wellbounded-organisation/81483636 creatingvalueinecosystemsiii-171101220532
How are our consulting and managing skills standing up to a world that is changing its demands on us? We may work with individuals and groups, but the contexts in which we work with individuals and groups are changing. These contexts, once defined by well-bounded organizations, are becoming a turbulent sea of stakeholders and ecosystems each with its competing demands and challenges. These dynamic contexts change the place of the organization, and impact on the way the organization is able to sustain support for the unconscious valencies of its managers and staff. Innovations that respond to these dynamic contexts are resisted because they disrupt the ways in which the well-bounded organization supports the identities of its managers and staff. This presentation considers how responses to the changing place of the organization arising from this disruption may be understood as a symptom of unconscious foreclosure, in which what has no place to be thought arises in the environment as a symptom: what has been rejected from the symbolic reappears in the real. In order to understand the nature of this foreclosure, the presentation examines the challenges facing the well-bounded organization using the example of an organization seeking to provide intensive social care subject to the UKs regulatory regimes. ]]>
How are our consulting and managing skills standing up to a world that is changing its demands on us? We may work with individuals and groups, but the contexts in which we work with individuals and groups are changing. These contexts, once defined by well-bounded organizations, are becoming a turbulent sea of stakeholders and ecosystems each with its competing demands and challenges. These dynamic contexts change the place of the organization, and impact on the way the organization is able to sustain support for the unconscious valencies of its managers and staff. Innovations that respond to these dynamic contexts are resisted because they disrupt the ways in which the well-bounded organization supports the identities of its managers and staff. This presentation considers how responses to the changing place of the organization arising from this disruption may be understood as a symptom of unconscious foreclosure, in which what has no place to be thought arises in the environment as a symptom: what has been rejected from the symbolic reappears in the real. In order to understand the nature of this foreclosure, the presentation examines the challenges facing the well-bounded organization using the example of an organization seeking to provide intensive social care subject to the UKs regulatory regimes. ]]> Wed, 01 Nov 2017 22:05:32 GMT /slideshow/creating-value-in-ecosystems-the-place-of-the-wellbounded-organisation/81483636 PhilipBoxer@slideshare.net(PhilipBoxer) Creating value in ecosystems: the place of the well-bounded organisation PhilipBoxer How are our consulting and managing skills standing up to a world that is changing its demands on us? We may work with individuals and groups, but the contexts in which we work with individuals and groups are changing. These contexts, once defined by well-bounded organizations, are becoming a turbulent sea of stakeholders and ecosystems each with its competing demands and challenges. These dynamic contexts change the place of the organization, and impact on the way the organization is able to sustain support for the unconscious valencies of its managers and staff. Innovations that respond to these dynamic contexts are resisted because they disrupt the ways in which the well-bounded organization supports the identities of its managers and staff. This presentation considers how responses to the changing place of the organization arising from this disruption may be understood as a symptom of unconscious foreclosure, in which what has no place to be thought arises in the environment as a symptom: what has been rejected from the symbolic reappears in the real. In order to understand the nature of this foreclosure, the presentation examines the challenges facing the well-bounded organization using the example of an organization seeking to provide intensive social care subject to the UKs regulatory regimes. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/creatingvalueinecosystemsiii-171101220532-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> How are our consulting and managing skills standing up to a world that is changing its demands on us? We may work with individuals and groups, but the contexts in which we work with individuals and groups are changing. These contexts, once defined by well-bounded organizations, are becoming a turbulent sea of stakeholders and ecosystems each with its competing demands and challenges. These dynamic contexts change the place of the organization, and impact on the way the organization is able to sustain support for the unconscious valencies of its managers and staff. Innovations that respond to these dynamic contexts are resisted because they disrupt the ways in which the well-bounded organization supports the identities of its managers and staff. This presentation considers how responses to the changing place of the organization arising from this disruption may be understood as a symptom of unconscious foreclosure, in which what has no place to be thought arises in the environment as a symptom: what has been rejected from the symbolic reappears in the real. In order to understand the nature of this foreclosure, the presentation examines the challenges facing the well-bounded organization using the example of an organization seeking to provide intensive social care subject to the UKs regulatory regimes.
Creating value in ecosystems: the place of the well-bounded organisation from Boxer Research Ltd
]]> 104 1 https://cdn.slidesharecdn.com/ss_thumbnails/creatingvalueinecosystemsiii-171101220532-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Competing in Ecosystems /slideshow/competing-in-ecosystems/57344461 below-the-surfacev4-160121204313
Competing in ecosystems through triple-loop learning: Working in relation to what is going on below-the-surface and its beyond]]>
Competing in ecosystems through triple-loop learning: Working in relation to what is going on below-the-surface and its beyond]]> Thu, 21 Jan 2016 20:43:13 GMT /slideshow/competing-in-ecosystems/57344461 PhilipBoxer@slideshare.net(PhilipBoxer) Competing in Ecosystems PhilipBoxer Competing in ecosystems through triple-loop learning: Working in relation to what is going on below-the-surface and its beyond <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/below-the-surfacev4-160121204313-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Competing in ecosystems through triple-loop learning: Working in relation to what is going on below-the-surface and its beyond
Competing in Ecosystems from Boxer Research Ltd
]]> 768 9 https://cdn.slidesharecdn.com/ss_thumbnails/below-the-surfacev4-160121204313-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Governance in Ultra-Large-Scale Systems /slideshow/governance-in-uls-systems/49968153 governanceinulssystemsv3-150629171741-lva1-app6891
What kind of Governance is appropriate to the distributed collaborations across ULS systems? How are the changing services provided by the operational components of ULS systems to be enabled to achieve levels of cooperation and collaboration that can satisfy requirements for fast system evolution? How are we to enable the distributed collaborations across ULS systems to be edge-driven? How are the processes of orchestration and synchronisation to work in ULS systems? How are people to be taken into consideration as first-class components of ULS systems?]]>
What kind of Governance is appropriate to the distributed collaborations across ULS systems? How are the changing services provided by the operational components of ULS systems to be enabled to achieve levels of cooperation and collaboration that can satisfy requirements for fast system evolution? How are we to enable the distributed collaborations across ULS systems to be edge-driven? How are the processes of orchestration and synchronisation to work in ULS systems? How are people to be taken into consideration as first-class components of ULS systems?]]> Mon, 29 Jun 2015 17:17:41 GMT /slideshow/governance-in-uls-systems/49968153 PhilipBoxer@slideshare.net(PhilipBoxer) Governance in Ultra-Large-Scale Systems PhilipBoxer What kind of Governance is appropriate to the distributed collaborations across ULS systems? How are the changing services provided by the operational components of ULS systems to be enabled to achieve levels of cooperation and collaboration that can satisfy requirements for fast system evolution? How are we to enable the distributed collaborations across ULS systems to be edge-driven? How are the processes of orchestration and synchronisation to work in ULS systems? How are people to be taken into consideration as first-class components of ULS systems? <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/governanceinulssystemsv3-150629171741-lva1-app6891-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> What kind of Governance is appropriate to the distributed collaborations across ULS systems? How are the changing services provided by the operational components of ULS systems to be enabled to achieve levels of cooperation and collaboration that can satisfy requirements for fast system evolution? How are we to enable the distributed collaborations across ULS systems to be edge-driven? How are the processes of orchestration and synchronisation to work in ULS systems? How are people to be taken into consideration as first-class components of ULS systems?
Governance in Ultra-Large-Scale Systems from Boxer Research Ltd
]]> 846 4 https://cdn.slidesharecdn.com/ss_thumbnails/governanceinulssystemsv3-150629171741-lva1-app6891-thumbnail.jpg?width=120&height=120&fit=bounds presentation 000000 http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 The impact of governance approaches on system of-system environments /slideshow/the-impact-of-governance-approaches-on-system-ofsystem-environments/46825327 theimpactofgovernanceapproachesonsystem-of-systemenvironments-150409130232-conversion-gate01
Governments worldwide are turning to Information and Communication Technology (ICT) based systems of systems, commonly termed Electronic Government (eGovernment), to enable more timely, efficient and effective interaction with their citizens and with the business community. Citizens and businesses have dynamic and evolving demands related to the complexity of their lives and operational environments, respectively. A major challenge for government is to be able to understand the value derived from investment in eGovernment in order to improve its consequent ability to respond to the variety of demands of its citizens and businesses. To be able to understand the value derived from planned investments in eGovernment, their analysis needs to extend beyond the familiar approaches that address economies of scale and scope to encompass economies of alignment. These economies of alignment arise from being able to reduce the costs of the multiple forms of collaboration needing to be supported by systems of systems in providing greater responsiveness.]]>
Governments worldwide are turning to Information and Communication Technology (ICT) based systems of systems, commonly termed Electronic Government (eGovernment), to enable more timely, efficient and effective interaction with their citizens and with the business community. Citizens and businesses have dynamic and evolving demands related to the complexity of their lives and operational environments, respectively. A major challenge for government is to be able to understand the value derived from investment in eGovernment in order to improve its consequent ability to respond to the variety of demands of its citizens and businesses. To be able to understand the value derived from planned investments in eGovernment, their analysis needs to extend beyond the familiar approaches that address economies of scale and scope to encompass economies of alignment. These economies of alignment arise from being able to reduce the costs of the multiple forms of collaboration needing to be supported by systems of systems in providing greater responsiveness.]]> Thu, 09 Apr 2015 13:02:32 GMT /slideshow/the-impact-of-governance-approaches-on-system-ofsystem-environments/46825327 PhilipBoxer@slideshare.net(PhilipBoxer) The impact of governance approaches on system of-system environments PhilipBoxer Governments worldwide are turning to Information and Communication Technology (ICT) based systems of systems, commonly termed Electronic Government (eGovernment), to enable more timely, efficient and effective interaction with their citizens and with the business community. Citizens and businesses have dynamic and evolving demands related to the complexity of their lives and operational environments, respectively. A major challenge for government is to be able to understand the value derived from investment in eGovernment in order to improve its consequent ability to respond to the variety of demands of its citizens and businesses. To be able to understand the value derived from planned investments in eGovernment, their analysis needs to extend beyond the familiar approaches that address economies of scale and scope to encompass economies of alignment. These economies of alignment arise from being able to reduce the costs of the multiple forms of collaboration needing to be supported by systems of systems in providing greater responsiveness. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/theimpactofgovernanceapproachesonsystem-of-systemenvironments-150409130232-conversion-gate01-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Governments worldwide are turning to Information and Communication Technology (ICT) based systems of systems, commonly termed Electronic Government (eGovernment), to enable more timely, efficient and effective interaction with their citizens and with the business community. Citizens and businesses have dynamic and evolving demands related to the complexity of their lives and operational environments, respectively. A major challenge for government is to be able to understand the value derived from investment in eGovernment in order to improve its consequent ability to respond to the variety of demands of its citizens and businesses. To be able to understand the value derived from planned investments in eGovernment, their analysis needs to extend beyond the familiar approaches that address economies of scale and scope to encompass economies of alignment. These economies of alignment arise from being able to reduce the costs of the multiple forms of collaboration needing to be supported by systems of systems in providing greater responsiveness.
The impact of governance approaches on system of-system environments from Boxer Research Ltd
]]> 523 1 https://cdn.slidesharecdn.com/ss_thumbnails/theimpactofgovernanceapproachesonsystem-of-systemenvironments-150409130232-conversion-gate01-thumbnail.jpg?width=120&height=120&fit=bounds presentation 000000 http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Building organizational agility into large scale software-reliant environments /slideshow/building-organizational-agility-into-large-scale-softwarereliant-environments/46824064 buildingorganizationalagilityintolarge-scalesoftware-reliantenvironments-150409122825-conversion-gate01
The tempo at which an enterprise creates new uses for its systems is different from that of its acquisition or systems development processes. The military continues to confront the issue of how fielded systems can support the agility needed by its deployed forces. This problem of diverging tempos applies to a variety of large-scale, software-reliant enterprisessuch as those found in healthcare and digital communications. This paper posits four realities underpinning an approach to this problem space: the governance-demand double challenge, edge-driven perspective, stratification, and demand cohesion. It uses a particular case example to show how these concepts support the modeling and analysis of the enterprise as a socio-technical system of systems. The paper argues that analyses based on this approach are necessary for making this problem space tractable.]]>
The tempo at which an enterprise creates new uses for its systems is different from that of its acquisition or systems development processes. The military continues to confront the issue of how fielded systems can support the agility needed by its deployed forces. This problem of diverging tempos applies to a variety of large-scale, software-reliant enterprisessuch as those found in healthcare and digital communications. This paper posits four realities underpinning an approach to this problem space: the governance-demand double challenge, edge-driven perspective, stratification, and demand cohesion. It uses a particular case example to show how these concepts support the modeling and analysis of the enterprise as a socio-technical system of systems. The paper argues that analyses based on this approach are necessary for making this problem space tractable.]]> Thu, 09 Apr 2015 12:28:25 GMT /slideshow/building-organizational-agility-into-large-scale-softwarereliant-environments/46824064 PhilipBoxer@slideshare.net(PhilipBoxer) Building organizational agility into large scale software-reliant environments PhilipBoxer The tempo at which an enterprise creates new uses for its systems is different from that of its acquisition or systems development processes. The military continues to confront the issue of how fielded systems can support the agility needed by its deployed forces. This problem of diverging tempos applies to a variety of large-scale, software-reliant enterprisessuch as those found in healthcare and digital communications. This paper posits four realities underpinning an approach to this problem space: the governance-demand double challenge, edge-driven perspective, stratification, and demand cohesion. It uses a particular case example to show how these concepts support the modeling and analysis of the enterprise as a socio-technical system of systems. The paper argues that analyses based on this approach are necessary for making this problem space tractable. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/buildingorganizationalagilityintolarge-scalesoftware-reliantenvironments-150409122825-conversion-gate01-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> The tempo at which an enterprise creates new uses for its systems is different from that of its acquisition or systems development processes. The military continues to confront the issue of how fielded systems can support the agility needed by its deployed forces. This problem of diverging tempos applies to a variety of large-scale, software-reliant enterprisessuch as those found in healthcare and digital communications. This paper posits four realities underpinning an approach to this problem space: the governance-demand double challenge, edge-driven perspective, stratification, and demand cohesion. It uses a particular case example to show how these concepts support the modeling and analysis of the enterprise as a socio-technical system of systems. The paper argues that analyses based on this approach are necessary for making this problem space tractable.
Building organizational agility into large scale software-reliant environments from Boxer Research Ltd
]]> 619 2 https://cdn.slidesharecdn.com/ss_thumbnails/buildingorganizationalagilityintolarge-scalesoftware-reliantenvironments-150409122825-conversion-gate01-thumbnail.jpg?width=120&height=120&fit=bounds presentation 000000 http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Systems of systems engineering and the pragmatics of demand /PhilipBoxer/systems-of-systems-engineering-and-the-pragmatics-of-demand systemsofsystemsengineeringandthepragmaticsofdemand-150409111757-conversion-gate01
Systems of systems that manage health care or enable Alberts power to the edge are expected to provide the flexibility to engage multiple enterprises in innovative, collaborative, ways to solve problems. This paper describes a systems engineering approach to engineer infrastructure that will support the restriction of systems of systems behavior at the time of use rather than at design time. We present a process for describing demands within their context of use, and how organizational variations in collaborative approaches (geometries-of-use) can be re-lated to variations in these demands-in-context (pragmat-ics), thus giving a way to engineer a systems-of-systems agility i.e. its ability to adapt to changing demands.]]>
Systems of systems that manage health care or enable Alberts power to the edge are expected to provide the flexibility to engage multiple enterprises in innovative, collaborative, ways to solve problems. This paper describes a systems engineering approach to engineer infrastructure that will support the restriction of systems of systems behavior at the time of use rather than at design time. We present a process for describing demands within their context of use, and how organizational variations in collaborative approaches (geometries-of-use) can be re-lated to variations in these demands-in-context (pragmat-ics), thus giving a way to engineer a systems-of-systems agility i.e. its ability to adapt to changing demands.]]> Thu, 09 Apr 2015 11:17:56 GMT /PhilipBoxer/systems-of-systems-engineering-and-the-pragmatics-of-demand PhilipBoxer@slideshare.net(PhilipBoxer) Systems of systems engineering and the pragmatics of demand PhilipBoxer Systems of systems that manage health care or enable Alberts power to the edge are expected to provide the flexibility to engage multiple enterprises in innovative, collaborative, ways to solve problems. This paper describes a systems engineering approach to engineer infrastructure that will support the restriction of systems of systems behavior at the time of use rather than at design time. We present a process for describing demands within their context of use, and how organizational variations in collaborative approaches (geometries-of-use) can be re-lated to variations in these demands-in-context (pragmat-ics), thus giving a way to engineer a systems-of-systems agility i.e. its ability to adapt to changing demands. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/systemsofsystemsengineeringandthepragmaticsofdemand-150409111757-conversion-gate01-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Systems of systems that manage health care or enable Alberts power to the edge are expected to provide the flexibility to engage multiple enterprises in innovative, collaborative, ways to solve problems. This paper describes a systems engineering approach to engineer infrastructure that will support the restriction of systems of systems behavior at the time of use rather than at design time. We present a process for describing demands within their context of use, and how organizational variations in collaborative approaches (geometries-of-use) can be re-lated to variations in these demands-in-context (pragmat-ics), thus giving a way to engineer a systems-of-systems agility i.e. its ability to adapt to changing demands.
Systems of systems engineering and the pragmatics of demand from Boxer Research Ltd
]]> 724 2 https://cdn.slidesharecdn.com/ss_thumbnails/systemsofsystemsengineeringandthepragmaticsofdemand-150409111757-conversion-gate01-thumbnail.jpg?width=120&height=120&fit=bounds presentation 000000 http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Enterprise architecture for complex system of-systems contexts /slideshow/enterprise-architecture-for-complex-system-ofsystems-contexts/46820620 enterprisearchitectureforcomplexsystem-of-systemscontexts-150409105043-conversion-gate01
An enterprise architecture is an accepted, widely used means for an organization to capture the relationship of its business operations to the systems and data that support them. Increasingly, enterprises are participating in complex system-of-systems contexts in order to meet changing customer demands that require them to collaborate with other enterprises in new and innovative ways. For a complex system-of-systems context, a shortcoming of enterprise architecture is that it presumes a single enterprise or a single, ultimate source of control. This paper explores an approach to reasoning about distributed collaboration in the complex system-of-systems, multi-enterprise context, in which this single, ultimate source of control does not exist. It outlines the ways in which the long-used Zachman Framework for enterprise architecture would need to be modified to account for multi-enterprise collaboration and decentralized governance. It proposes a concept of stratification to meet this need and puts forward the main characteristics of the methods needed to model the stratified relationships of complex systems-of-systems to their contexts-of-use.]]>
An enterprise architecture is an accepted, widely used means for an organization to capture the relationship of its business operations to the systems and data that support them. Increasingly, enterprises are participating in complex system-of-systems contexts in order to meet changing customer demands that require them to collaborate with other enterprises in new and innovative ways. For a complex system-of-systems context, a shortcoming of enterprise architecture is that it presumes a single enterprise or a single, ultimate source of control. This paper explores an approach to reasoning about distributed collaboration in the complex system-of-systems, multi-enterprise context, in which this single, ultimate source of control does not exist. It outlines the ways in which the long-used Zachman Framework for enterprise architecture would need to be modified to account for multi-enterprise collaboration and decentralized governance. It proposes a concept of stratification to meet this need and puts forward the main characteristics of the methods needed to model the stratified relationships of complex systems-of-systems to their contexts-of-use.]]> Thu, 09 Apr 2015 10:50:43 GMT /slideshow/enterprise-architecture-for-complex-system-ofsystems-contexts/46820620 PhilipBoxer@slideshare.net(PhilipBoxer) Enterprise architecture for complex system of-systems contexts PhilipBoxer An enterprise architecture is an accepted, widely used means for an organization to capture the relationship of its business operations to the systems and data that support them. Increasingly, enterprises are participating in complex system-of-systems contexts in order to meet changing customer demands that require them to collaborate with other enterprises in new and innovative ways. For a complex system-of-systems context, a shortcoming of enterprise architecture is that it presumes a single enterprise or a single, ultimate source of control. This paper explores an approach to reasoning about distributed collaboration in the complex system-of-systems, multi-enterprise context, in which this single, ultimate source of control does not exist. It outlines the ways in which the long-used Zachman Framework for enterprise architecture would need to be modified to account for multi-enterprise collaboration and decentralized governance. It proposes a concept of stratification to meet this need and puts forward the main characteristics of the methods needed to model the stratified relationships of complex systems-of-systems to their contexts-of-use. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/enterprisearchitectureforcomplexsystem-of-systemscontexts-150409105043-conversion-gate01-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> An enterprise architecture is an accepted, widely used means for an organization to capture the relationship of its business operations to the systems and data that support them. Increasingly, enterprises are participating in complex system-of-systems contexts in order to meet changing customer demands that require them to collaborate with other enterprises in new and innovative ways. For a complex system-of-systems context, a shortcoming of enterprise architecture is that it presumes a single enterprise or a single, ultimate source of control. This paper explores an approach to reasoning about distributed collaboration in the complex system-of-systems, multi-enterprise context, in which this single, ultimate source of control does not exist. It outlines the ways in which the long-used Zachman Framework for enterprise architecture would need to be modified to account for multi-enterprise collaboration and decentralized governance. It proposes a concept of stratification to meet this need and puts forward the main characteristics of the methods needed to model the stratified relationships of complex systems-of-systems to their contexts-of-use.
Enterprise architecture for complex system of-systems contexts from Boxer Research Ltd
]]> 1269 4 https://cdn.slidesharecdn.com/ss_thumbnails/enterprisearchitectureforcomplexsystem-of-systemscontexts-150409105043-conversion-gate01-thumbnail.jpg?width=120&height=120&fit=bounds presentation 000000 http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Visual modeling using projective analysis (pan) /slideshow/visual-modeling-using-projective-analysis-pan/46556842 visualmodelingusingprojectiveanalysispan-150401172726-conversion-gate01
An approach to modeling interoperability within an ecosystem facing rapid tempos of change in the nature of demands. The approach identifies interoperability risks of existing architectures and drives economic modeling of the impact of changes in architecture.]]>
An approach to modeling interoperability within an ecosystem facing rapid tempos of change in the nature of demands. The approach identifies interoperability risks of existing architectures and drives economic modeling of the impact of changes in architecture.]]> Wed, 01 Apr 2015 17:27:26 GMT /slideshow/visual-modeling-using-projective-analysis-pan/46556842 PhilipBoxer@slideshare.net(PhilipBoxer) Visual modeling using projective analysis (pan) PhilipBoxer An approach to modeling interoperability within an ecosystem facing rapid tempos of change in the nature of demands. The approach identifies interoperability risks of existing architectures and drives economic modeling of the impact of changes in architecture. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/visualmodelingusingprojectiveanalysispan-150401172726-conversion-gate01-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> An approach to modeling interoperability within an ecosystem facing rapid tempos of change in the nature of demands. The approach identifies interoperability risks of existing architectures and drives economic modeling of the impact of changes in architecture.
Visual modeling using projective analysis (pan) from Boxer Research Ltd
]]> 599 5 https://cdn.slidesharecdn.com/ss_thumbnails/visualmodelingusingprojectiveanalysispan-150401172726-conversion-gate01-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Strategic and economic drivers of governance /PhilipBoxer/strategic-and-economic-drivers-of-governance-46507059 strategicandeconomicdriversofgovernance-150331140351-conversion-gate01
The strategic and economic drivers of governance facing an enterprise competing within business ecosystems.]]>
The strategic and economic drivers of governance facing an enterprise competing within business ecosystems.]]> Tue, 31 Mar 2015 14:03:51 GMT /PhilipBoxer/strategic-and-economic-drivers-of-governance-46507059 PhilipBoxer@slideshare.net(PhilipBoxer) Strategic and economic drivers of governance PhilipBoxer The strategic and economic drivers of governance facing an enterprise competing within business ecosystems. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/strategicandeconomicdriversofgovernance-150331140351-conversion-gate01-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> The strategic and economic drivers of governance facing an enterprise competing within business ecosystems.
Strategic and economic drivers of governance from Boxer Research Ltd
]]> 835 5 https://cdn.slidesharecdn.com/ss_thumbnails/strategicandeconomicdriversofgovernance-150331140351-conversion-gate01-thumbnail.jpg?width=120&height=120&fit=bounds presentation 000000 http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 The value of agility /PhilipBoxer/the-value-of-agility thevalueofagility-131016111133-phpapp01
The use of Projective Analysis (PAN) modeling tools to establish the value of increased agility in responding to increasingly multi-sided demands being made on operational capabilities. The approach addresses the need to reduce cohesion costs by creating economies of alignment as well as economies of scale and scope.]]>
The use of Projective Analysis (PAN) modeling tools to establish the value of increased agility in responding to increasingly multi-sided demands being made on operational capabilities. The approach addresses the need to reduce cohesion costs by creating economies of alignment as well as economies of scale and scope.]]> Wed, 16 Oct 2013 11:11:32 GMT /PhilipBoxer/the-value-of-agility PhilipBoxer@slideshare.net(PhilipBoxer) The value of agility PhilipBoxer The use of Projective Analysis (PAN) modeling tools to establish the value of increased agility in responding to increasingly multi-sided demands being made on operational capabilities. The approach addresses the need to reduce cohesion costs by creating economies of alignment as well as economies of scale and scope. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/thevalueofagility-131016111133-phpapp01-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> The use of Projective Analysis (PAN) modeling tools to establish the value of increased agility in responding to increasingly multi-sided demands being made on operational capabilities. The approach addresses the need to reduce cohesion costs by creating economies of alignment as well as economies of scale and scope.
The value of agility from Boxer Research Ltd
]]> 769 6 https://cdn.slidesharecdn.com/ss_thumbnails/thevalueofagility-131016111133-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds presentation 000000 http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Competing within Ecosystems: determining requisite agility in system-of-system architectures /slideshow/competing-within-ecosystems-ii/26147260 competingwithinecosystemsii-130912154051-phpapp01
How architecture becomes the key strategic enabler of requisite agility by - not separating 'design-time' from 'run-time' - continuous assessment and mitigation of hazards to agility - developing a capability for horizontal governance]]>
How architecture becomes the key strategic enabler of requisite agility by - not separating 'design-time' from 'run-time' - continuous assessment and mitigation of hazards to agility - developing a capability for horizontal governance]]> Thu, 12 Sep 2013 15:40:51 GMT /slideshow/competing-within-ecosystems-ii/26147260 PhilipBoxer@slideshare.net(PhilipBoxer) Competing within Ecosystems: determining requisite agility in system-of-system architectures PhilipBoxer How architecture becomes the key strategic enabler of requisite agility by - not separating 'design-time' from 'run-time' - continuous assessment and mitigation of hazards to agility - developing a capability for horizontal governance <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/competingwithinecosystemsii-130912154051-phpapp01-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> How architecture becomes the key strategic enabler of requisite agility by - not separating &#39;design-time&#39; from &#39;run-time&#39; - continuous assessment and mitigation of hazards to agility - developing a capability for horizontal governance
Competing within Ecosystems: determining requisite agility in system-of-system architectures from Boxer Research Ltd
]]> 513 3 https://cdn.slidesharecdn.com/ss_thumbnails/competingwithinecosystemsii-130912154051-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds presentation 000000 http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Kuhn and Lakatos /slideshow/kuhn-and-lakatos/24938540 kuhnandlakatos-130805083700-phpapp02
A summary of Kuhn's structure of scientific revolutions modified by Lakatos.]]>
A summary of Kuhn's structure of scientific revolutions modified by Lakatos.]]> Mon, 05 Aug 2013 08:36:59 GMT /slideshow/kuhn-and-lakatos/24938540 PhilipBoxer@slideshare.net(PhilipBoxer) Kuhn and Lakatos PhilipBoxer A summary of Kuhn's structure of scientific revolutions modified by Lakatos. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/kuhnandlakatos-130805083700-phpapp02-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> A summary of Kuhn&#39;s structure of scientific revolutions modified by Lakatos.
Kuhn and Lakatos from Boxer Research Ltd
]]> 2825 8 https://cdn.slidesharecdn.com/ss_thumbnails/kuhnandlakatos-130805083700-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds presentation 000000 http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Value for defence /slideshow/value-for-defence/16225318 valuefordefence-130128155454-phpapp01
]]>
]]> Mon, 28 Jan 2013 15:54:54 GMT /slideshow/value-for-defence/16225318 PhilipBoxer@slideshare.net(PhilipBoxer) Value for defence PhilipBoxer <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/valuefordefence-130128155454-phpapp01-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br>
Value for defence from Boxer Research Ltd
]]> 7294 9 https://cdn.slidesharecdn.com/ss_thumbnails/valuefordefence-130128155454-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds presentation 000000 http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Supporting Social Complexity in Collaborative Enterprises /slideshow/supporting-social-complexity-in-collaborative-enterprises/9662291 thethirdagendasept2011v2-111012122153-phpapp02
The presentation explores the need for enterprises to capture new forms of indirect value in ecosystems, and the demand this creates for platform architectures that can support customers within these contexts.]]>
The presentation explores the need for enterprises to capture new forms of indirect value in ecosystems, and the demand this creates for platform architectures that can support customers within these contexts.]]> Wed, 12 Oct 2011 12:21:49 GMT /slideshow/supporting-social-complexity-in-collaborative-enterprises/9662291 PhilipBoxer@slideshare.net(PhilipBoxer) Supporting Social Complexity in Collaborative Enterprises PhilipBoxer The presentation explores the need for enterprises to capture new forms of indirect value in ecosystems, and the demand this creates for platform architectures that can support customers within these contexts. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/thethirdagendasept2011v2-111012122153-phpapp02-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> The presentation explores the need for enterprises to capture new forms of indirect value in ecosystems, and the demand this creates for platform architectures that can support customers within these contexts.
Supporting Social Complexity in Collaborative Enterprises from Boxer Research Ltd
]]> 6323 7 https://cdn.slidesharecdn.com/ss_thumbnails/thethirdagendasept2011v2-111012122153-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds presentation 000000 http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Enterprise Architecture and Governance /slideshow/enterprise-architectural-patterns-v2/7500146 enterprisearchitecturalpatternsv2-110403103107-phpapp02
How are we to think about the transition in the architecture of the enterprise needed to support a transition to East-West dominance?]]>
How are we to think about the transition in the architecture of the enterprise needed to support a transition to East-West dominance?]]> Sun, 03 Apr 2011 10:31:02 GMT /slideshow/enterprise-architectural-patterns-v2/7500146 PhilipBoxer@slideshare.net(PhilipBoxer) Enterprise Architecture and Governance PhilipBoxer How are we to think about the transition in the architecture of the enterprise needed to support a transition to East-West dominance? <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/enterprisearchitecturalpatternsv2-110403103107-phpapp02-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> How are we to think about the transition in the architecture of the enterprise needed to support a transition to East-West dominance?
Enterprise Architecture and Governance from Boxer Research Ltd
]]> 2406 7 https://cdn.slidesharecdn.com/ss_thumbnails/enterprisearchitecturalpatternsv2-110403103107-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds presentation White http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 https://cdn.slidesharecdn.com/profile-photo-PhilipBoxer-48x48.jpg?cb=1684347511 I bring over 30 years of consulting experience to my work, helping clients in public, private and not-for-profit sectors. My expertise is in supporting the development of clients capabilities for competing in highly networked environments, using approaches that enable clients to increase their agility and their ability to scale learning across network organisations. My practice is focused on the clients development of deep insight while tackling difficult challenges. It has helped Boards, CEOs and senior managers create the conditions for their organisations to manage new kinds of risk, improve bottom-line performance and realize edge-driven strategies. www.asymmetricleadership.com https://cdn.slidesharecdn.com/ss_thumbnails/2021workingbeyondthepale-211213210641-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/2021-working-beyond-the-pale/250832563 2021 working beyond th... https://cdn.slidesharecdn.com/ss_thumbnails/2021thedoublechallengeofrequisiteagility-211213210013-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/2021-the-double-challenge-of-requisite-agility/250832548 2021 the double challe... https://cdn.slidesharecdn.com/ss_thumbnails/en-genderingleadership-190311184327-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/en-gendering-leadership/135699024 En gendering leadership