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#w-cell-struc-security Wardley Maps: Cell Bases structures for Security

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Open Security Summit 2018
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#w-cell-struc-security Wardley Maps: Cell Bases structures for Security

  1. 1. Cell based Structures for Security - an open discussion. simon.wardley@leadingedgeforum.com

  2. 2. Orient Purpose Landscape Climate Doctrine Leadership Observe Decide The “game” why of purpose why of movement Act
  3. 3. Orient Purpose Landscape Climate Doctrine Leadership Observe Decide The “game” why of purpose why of movement Act
  4. 4. Orient Purpose Landscape Climate Doctrine Leadership Observe Decide The “game” why of purpose why of movement Act Wardley Map Anticipation Scenario Planning
  5. 5. Orient Purpose Landscape Climate Doctrine Leadership Observe Decide The “game” why of purpose why of movement Act Wardley Map Organise
  6. 6. NMaps
  7. 7. NMaps Patterns
  8. 8. NMaps Patterns Competitor Analysis
  9. 9. NMaps Patterns Open Discussion Competitor Analysis
  10. 10. NMaps Patterns Open Discussion Competitor Analysis
  11. 11. 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
  12. 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 Doctrine Means of Learning
  13. 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 Common Language
  14. 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 Challenge Assumptions
  15. 15. NMaps Patterns Open Discussion Competitor Analysis
  16. 16. Orient Purpose Landscape Climate Doctrine Leadership Observe Decide The “game” why of purpose why of movement Act Wardley Map Organise
  17. 17. Doctrine universally applicable principles regardless of context
  18. 18. Flanking versus Firing
  19. 19. Emergency Services Mobile Communication Platfom (ESMCP)
  20. 20. 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
  21. 21. 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
  22. 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 Doctrine Think small (as in know the details)
  23. 23. Orient Purpose Landscape Climate Doctrine Leadership Observe Decide The “game” why of purpose why of movement Act Wardley Map Spend Control (collect, collate, challenge and advise)
  24. 24. +Borders +Immigration +Police
  25. 25. 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
  26. 26. 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
  27. 27. 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
  28. 28. Complexity Goodness Simplicity Cycle, Lt Col Dan Ward Idea + features
  29. 29. Complexity Idea Goodness Simplicity Cycle, Lt Col Dan Ward + features + features
  30. 30. Complexity Idea Goodness Simplicity Cycle, Lt Col Dan Ward + features + features FIST
  31. 31. Harvest Hawk, idea to combat operations in 18 months
  32. 32. 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)
  33. 33. 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
  34. 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 Use appropriate methods build in-house with Agile techniques
  35. 35. 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
  36. 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 outsource to utility suppliers, Six Sigma use off the shelf products, Lean build in-house with Agile techniques Doctrine Use appropriate methods
  37. 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 Climatic pattern No one size fits all
  38. 38. What is a world perception server?
  39. 39. Should we outsource or build our own? B Should we outsource or build our own? A
  40. 40. 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
  41. 41. 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
  42. 42. Sunil060902, CC by SA 3.0 https://commons.wikimedia.org/wiki/File:Unit_395008_at_Ebbsfleet_International.JPG
  43. 43. 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
  44. 44. 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
  45. 45. SIX SIGMA / Outsource StrongWeak AGILE / In-house Strong Weak focus on reducing deviation focus on reducing cost of change Yoyo
  46. 46. SIX SIGMA / Outsource StrongWeak focus on reducing deviation
  47. 47. SIX SIGMA / Outsource StrongWeak focus on reducing deviation Some parts will be efficient
  48. 48. SIX SIGMA / Outsource StrongWeak focus on reducing deviation Some parts will be efficient Incur excessive change control costs
  49. 49. Next time we need to specify it better
  50. 50. 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
  51. 51. 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)
  52. 52. 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
  53. 53. Uncharted Industrialised Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution ValueChain VisibleInvisible Pioneers Town PlannersSettlers Doctrine Design for constant evolution
  54. 54. 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
  55. 55. 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
  56. 56. GCHQ, Boiling Frogs, 2016, Crown Copyright, https://github.com/gchq/BoilingFrogs
  57. 57. 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
  58. 58. Fotango website, 2005, courtesy of CEO.
  59. 59. CEO CIO CFO CBO COO IT & Project Mgmt. Finance & HR Business Dev, Marketing PR & Sales Ops & Customer Support 2002
  60. 60. CEO CIO CFO CBO COO IT & Project Mgmt. Finance & HR Business Dev, Marketing PR & Sales Ops & Customer Support
  61. 61. 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
  62. 62. CEO CIO CFO CBO COO IT & Project Mgmt. Finance & HR Business Dev, Marketing PR & Sales Ops & Customer Support Product Owner Product Owner 2003
  63. 63. CEO CIO CFO CBO COO IT & Project Mgmt. Finance & HR Business Dev, Marketing PR & Sales Ops & Customer Support Product Owner Product Owner
  64. 64. 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
  65. 65. 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
  66. 66. Uncharted Industrialised Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution ValueChain VisibleInvisible CORE
  67. 67. Uncharted Industrialised Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution ValueChain VisibleInvisible DEV CORE
  68. 68. Uncharted Industrialised Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution ValueChain VisibleInvisible DEV CORE
  69. 69. You look after this! Where’s the documentation?
  70. 70. Heretic Burn him!
  71. 71. Uncharted Industrialised Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution ValueChain VisibleInvisible DEV Nothing was evolving CORE
  72. 72. Uncharted Industrialised Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution ValueChain VisibleInvisible DEV DEV Nothing was evolving CORE
  73. 73. Uncharted Industrialised Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution ValueChain VisibleInvisible DEV DEV Nothing was evolving Increasing instability CORE
  74. 74. Uncharted Industrialised Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution ValueChain VisibleInvisible DEV DEV Nothing was evolving Increasing instability Open Warfare CORE
  75. 75. Uncharted Industrialised Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution ValueChain VisibleInvisible DEV DEV Missing “middle” CORE
  76. 76. 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
  77. 77. CEO Chief Pioneer Chief Settler Chief TP 2005
  78. 78. CEO Chief Pioneer Chief Settler Chief TP APTITUDES
  79. 79. CEO Chief Pioneer Chief Settler Chief TP Product Owner Product Owner
  80. 80. CEO Chief Pioneer Chief Settler Chief TP Product Owner Product Owner
  81. 81. CEO Chief Pioneer Chief Settler Chief TP Product Owner Product Owner
  82. 82. CEO Chief Pioneer Chief Settler Chief TP Product Owner Product Owner 2006
  83. 83. 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
  84. 84. 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
  85. 85. NMaps Patterns Open Discussion Competitor Analysis
  86. 86. 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
  87. 87. 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
  88. 88. 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
  89. 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 BANKING GIANT
  90. 90. We will just adapt!
  91. 91. DOCTRINE correlated with PERFORMANCE & ADAPTABILITY
  92. 92. SCENARIO … AGAIN!
  93. 93. 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
  94. 94. FUTURE PLANNING
  95. 95. 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
  96. 96. 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
  97. 97. 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
  98. 98. NMaps Patterns Open Discussion Competitor Analysis
  99. 99. WEAK SIGNALS
  100. 100. 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
  101. 101. 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
  102. 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. 103. 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
  104. 104. 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
  105. 105. Uncharted Industrialised Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution ValueChain VisibleInvisible
  106. 106. Uncharted Industrialised Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution ValueChain VisibleInvisible
  107. 107. Uncharted Industrialised Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution ValueChain VisibleInvisible
  108. 108. Uncharted Industrialised Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution ValueChain VisibleInvisible Climatic pattern Punctuated Equilibrium
  109. 109. Uncharted Industrialised Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution ValueChain VisibleInvisible War Wonder Peace Climatic pattern Peace, War and Wonder
  110. 110. The Age of Electricity
  111. 111. Dreams of magic, a time of wonder
  112. 112. Electricity is a powerful constitutional tonic American Electrotherapeutic Association, 1892
  113. 113. The Mechanical Age
  114. 114. Uncharted Industrialised Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution ValueChain VisibleInvisible War Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution
  115. 115. Certainty Ubiquity Custom Built Commodity Service (rental) Product Service (utility) Genesis Supply competition Demandcompetition
  116. 116. Stage I II (key) III (key) IV Publication Type Wonder building, construction and awareness operation, maintenance and feature differences use time Frequency increasing certainty
  117. 117. 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
  118. 118. 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
  119. 119. NATION STATE
  120. 120. Self driving car
  121. 121. Uncharted Industrialised Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution ValueChain VisibleInvisible A to B Comfort Route Management Status Affordable Car 2015
  122. 122. 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
  123. 123. 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
  124. 124. 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
  125. 125. Uncharted Industrialised Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution ValueChain VisibleInvisible War Wonder Peace Climatic pattern Peace, War and Wonder
  126. 126. 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
  127. 127. 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
  128. 128. 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
  129. 129. Factor Industry 2015 2025 Leadership Cloud Automotive Train Aero Nuclear Solar Wind Biomedical US advantage China advantage Equal footing
  130. 130. CHEAT SHEET
  131. 131. 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 ValueChain VisibleInvisible Visual Yes Context Yes Position Yes Anchor Yes Movement NO Components Yes
  132. 132. 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 ValueChain VisibleInvisible
  133. 133. Novel Commodity
  134. 134. Evolution = Change = Movement
  135. 135. 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(%)
  136. 136. 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(%)
  137. 137. 100% 0 Genesis Product Custom % Product % Commodity % CommodityCustom time Adoption(%)
  138. 138. Time ApplicableMarket 100% adoption A[5] 100% adoption A[2] 100% adoption A[1] 100% adoption A[3] 100% adoption A[4] Time for A[5]Time for A[2]
  139. 139. Stage I Publication Type Wonder time Frequency
  140. 140. Stage I II (key) Publication Type Wonder building, construction and awareness time Frequency
  141. 141. Stage I II (key) III (key) Publication Type Wonder building, construction and awareness operation, maintenance and feature differences time Frequency
  142. 142. Stage I II (key) III (key) IV Publication Type Wonder building, construction and awareness operation, maintenance and feature differences use time Frequency
  143. 143. Stage I II (key) III (key) IV Publication Type Wonder building, construction and awareness operation, maintenance and feature differences use time Frequency increasing certainty
  144. 144. 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
  145. 145. Time ApplicableMarket Point of Ubiquity Point of stability 100% Ubiquitous t1 100% adoption A[5] 100% adoption A[2] 100% adoption A[1] 100% adoption A[3] 100% adoption A[4]
  146. 146. 0.00% 25.00% 50.00% 75.00% 100.00% 0.00% 25.00% 50.00% 75.00% 100.00% Ubiquity Certainty Point of stability Point of Ubiquity Trace past history
  147. 147. Certainty Ubiquity Custom Built Commodity Service (rental) Product Service (utility) Genesis Supply competition Demandcompetition Simon Wardley, creative commons, 2007
  148. 148. Certainty Ubiquity
  149. 149. Certainty Ubiquity
  150. 150. Certainty Ubiquity
  151. 151. Certainty Ubiquity
  152. 152. Certainty Ubiquity
  153. 153. Certainty Ubiquity
  154. 154. Certainty Ubiquity
  155. 155. Certainty Ubiquity
  156. 156. Certainty Ubiquity
  157. 157. Certainty Ubiquity
  158. 158. Certainty Ubiquity Custom Built Commodity Service (rental) Product Service (utility) Genesis Supply competition Demandcompetition Simon Wardley, creative commons, 2007
  159. 159. 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
  160. 160. Stage I II (key) III (key) IV Publication Type Wonder building, construction and awareness operation, maintenance and feature differences use time Frequency increasing certainty
  161. 161. 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
  162. 162. 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
  163. 163. 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
  164. 164. 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
  165. 165. 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
  166. 166. FOOL’S MATE
  167. 167. 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
  168. 168. 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
  169. 169. 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
  170. 170. 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
  171. 171. 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
  172. 172. 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
  173. 173. 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
  174. 174. 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
  175. 175. 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
  176. 176. 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
  177. 177. 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
  178. 178. Uncharted Industrialised Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution ValueChain VisibleInvisible Gamer Entertainment
  179. 179. Uncharted Industrialised Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution ValueChain VisibleInvisible Gamer Entertainment Access Device
  180. 180. Uncharted Industrialised Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution ValueChain VisibleInvisible Gamer 2D Immersion3D Immersion (VR / AR) Content Entertainment Access Device
  181. 181. Uncharted Industrialised Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution ValueChain VisibleInvisible Gamer 2D Immersion3D Immersion (VR / AR) Content Entertainment Access Device Commissioned Old Pipeline
  182. 182. Uncharted Industrialised Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution ValueChain VisibleInvisible Gamer 2D Immersion3D Immersion (VR / AR) Content Entertainment Access App store Device CDN Gaming Engine Design Tools Compute Content APIs Game Platform Identity Management Data Centre Commissioned Old Pipeline
  183. 183. Uncharted Industrialised Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution ValueChain VisibleInvisible Gamer 2D Immersion3D Immersion (VR / AR) Content Entertainment Access App store Device CDN Gaming Engine Artistic Direction Design Tools Compute Content APIs Game Platform Identity Management Data Centre Commissioned Old Pipeline Creative Studios Game Designers
  184. 184. Uncharted Industrialised Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution ValueChain VisibleInvisible Gamer 2D Immersion3D Immersion (VR / AR) Content Entertainment Access App store Device CDN Gaming Engine Artistic Direction Design Tools Compute Content APIs Game Platform Identity Management Data Centre Commissioned Old Pipeline Creative Studios Game Designers Lumberyard
  185. 185. Uncharted Industrialised Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution ValueChain VisibleInvisible Gamer 2D Immersion3D Immersion (VR / AR) Content Entertainment Access App store Device CDN Gaming Engine Design Tools Compute Content APIs Game Platform Identity Management Data Centre Commissioned Old Pipeline Game Designers Artistic Direction Creative Studios
  186. 186. Uncharted Industrialised Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution ValueChain VisibleInvisible Gamer 2D Immersion3D Immersion (VR / AR) Content Entertainment Access App store Device Gaming Platform Commissioned Old Pipeline Game Designers Artistic Direction Creative Studios
  187. 187. Uncharted Industrialised Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution ValueChain VisibleInvisible Gamer 2D Immersion3D Immersion (VR / AR) Content Entertainment Access App store Device Gaming Platform Commissioned Old Pipeline Game Designers Artistic Direction Creative Studios +constraint
  188. 188. Uncharted Industrialised Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution ValueChain VisibleInvisible Gamer 2D Immersion3D Immersion (VR / AR) Content Entertainment Access App store Device Gaming Platform Commissioned Old Pipeline Game Designers Artistic Direction Creative Studios +constraint +constraint
  189. 189. Uncharted Industrialised Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution ValueChain VisibleInvisible Gamer 2D Immersion3D Immersion (VR / AR) Content Entertainment Access App store Device Gaming Platform Commissioned Old Pipeline Game Designers Artistic Direction Creative Studios +speed
  190. 190. Uncharted Industrialised Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution ValueChain VisibleInvisible Gamer 2D Immersion3D Immersion (VR / AR) Content Entertainment Access App store Device Gaming Platform Commissioned Old Pipeline Game Designers Artistic Direction Creative Studios +speed
  191. 191. Uncharted Industrialised Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution ValueChain VisibleInvisible Gamer 2D Immersion3D Immersion (VR / AR) Content Entertainment Access App store Device Gaming Platform Commissioned Old Pipeline Game Designers Artistic Direction Creative Studios +speed +constraint +value
  192. 192. Uncharted Industrialised Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution ValueChain VisibleInvisible Gamer 2D Immersion3D Immersion (VR / AR) Content Entertainment Access App store Device Gaming Platform Commissioned Old Pipeline Game Designers Artistic Direction Creative Studios +speed +value +Capital
  193. 193. Uncharted Industrialised Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution ValueChain VisibleInvisible Gamer 2D Immersion3D Immersion (VR / AR) Content Entertainment Access App store Device Gaming Platform Commissioned Old Pipeline Game Designers Creative Studios +speed Artistic Direction +separation +constraint
  194. 194. Uncharted Industrialised Genesis Custom Built Product (+ rental) Commodity (+ utility) Evolution ValueChain VisibleInvisible Gamer 2D Immersion3D Immersion (VR / AR) Content Entertainment Access App store Device Gaming Platform Commissioned Old Pipeline Game Designers Creative Studios +speed Artistic Direction +separation +constraint Climatic pattern Patterns can be applied across contexts
  195. 195. ?
  196. 196. Doctrine Use a common language
  197. 197. LEARN MORE
  198. 198. medium.com/wardleymaps creative commons
  199. 199. Thank you @swardley medium.com/wardleymaps leadingedgeforum.com simon.wardley@leadingedgeforum.com

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