by Philip Boxer
This paper was presented in collaboration with Dr Nicholas Whittall (formerly Strategy Director, Thales UK Aerospace Division) at the 12th Annual NDIA Systems Engineering Conference in San Diego with the following abstract:
Recent studies into the operational use of a UAV system have shown that the variety of mission situations in which the UAV […]
by Philip Boxer
This paper and presentation were given at a RUSI Defence Programme Management Conference 29th to 30th September. It concludes as follows:
Approaching Through-Life Capability Management from a demand-side perspective uncovers three tempos that drive enterprise success within dynamic demand environments. These tempos are themselves governed by the enterprise’s ability to respond to demands for […]
by Philip Boxer
In the blog on East-West Dominance, we talked about taking power to the edge, but where is this ‘edge’? Where is it? This is a question of what forms of competitive advantage the organisation can create.
by Richard Veryard
There are two interesting aspects of the attempted reforms of healthcare in the UK and elsewhere: the muddled notions of power to the edge embodied by some of the proposals, and the repeated attempts to enact similar reforms over the past thirty years.
by Philip Boxer
A turbulent environment is one that has a life of its own that can no longer be ignored by the organisation, i.e. it becomes asymmetric in a way that cannot be ignored. A vortex is what happens when organisations are not willing or able to adapt to this environment - they continue to ignore it, not because it is not there, but because they have no way of responding to it.
Must we then fall ultimately into this vortex? It depends on whether we can find it within ourselves to take up the double challenge these environments pose to our identities.
by Richard Veryard
Philip’s post on Managing over the whole governance cycle draws on some important work by Max Boisot, and I wanted to expand on this a little.
by Philip Boxer
It is the personal nature of the response to the customer that distinguishes taking power to the edge of the organisation. It used to be possible to rely on ‘free’ market processes for creating such innovations, but in the 21st Century the whole cycle has to be managed. This presents those leading at the edge with a double challenge, but it also presents business leadership with the need to develop a capacity for asymmetric governance.
by Richard Veryard
Power to the edge is about changing the way individuals, organizations, and systems relate to one another and work.
