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Ecology of Enterprise June 2016


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Edited presentation from the Local Lives Global Matters Conference 2015.

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Ecology of Enterprise June 2016

  1. 1. The Ecology of Enterprise Presentation from Local Lives Global Matters Conference 2015 Revised Dec 2016 Author: Helena Read
  2. 2. Tom Graves Founder Lead Facilitator UK and Europe. Enterprise Architect Business Anarchist Helena Read Lead Facilitator Asia Pacific. Entrepreneur, Change Agent, Dancer Mike Smith Lead Facilitator Americas Entrepreneur, Change Agent, Musician Who are we? Enabling enterprise effectiveness Using simple tools for complex situations
  3. 3. Overview of presentation • Context – Living in the Anthropocene, Ecology, Culture & Leadership • Design Challenge - How context informs enterprise design • Guiding principles - Tetradian, Five elements and Holomap • The Ecology of Enterprise • The Enterprise Canvas – (Activity) A dynamic enterprise modeling tool
  4. 4. CONTEXT
  5. 5. Context Ken McLeod
  6. 6. Ken McLeod www.theageoftransi
  7. 7. Ken McLeod
  9. 9. The context of living and working in the age of the Anthropocene provides the first imperative of our design challenge. #1.Design for the ecosystems of our planet
  10. 10. Ken McLeod
  11. 11. Our current systems were designed and conceived in a different age. They are linear, two dimensional, economic and industrial growth models that no longer serve us.
  12. 12. Sir Ken Robinson
  13. 13. Complex, tightly coupled, multi- dimensional, multi-scale challenges exist within our enterprise design at every level, so we need business models that map systems thinking and change at every level. This is our organisational responsibility, and it provides our second imperative: #2. Design for change
  14. 14. A crisis of education? Sir Ken Robinson
  15. 15. To effectively respond to the crisis within our organisations we need to radically reconsider the culture of both the organisation itself (internal culture) and of the cultural worldview within which the organisation operates (external culture) This is our third design challenge: #3. Design for Culture
  16. 16. If the intention of our organisations is to enable design for ecosystems, design for change and design for culture, we need to reconceive and redesign systems for the current age. …at every level of organisation, from cradle to grave.
  17. 17. And that takes leadership! Otto Scharmer – Theory U
  18. 18. Otto Scharmers theory U provides an excellent model for understanding the leadership transition that is required for systemic change. We need leaders who can drop into and emerge from change.
  19. 19. Our leaders need to understand systems thinking (at a micro and macro level) and be capable of shifting their paradigms. Moving through the moments of disruption to mindfully connect their enterprise and society.
  20. 20. This style of emerging leadership requires dead reckoning and whole systems thinking through ever changing, often unpredictable environments. We require organisations that enable emergent leaders to navigate to the future.
  21. 21. Enterprise design challenge 1. Design for the ecosystems – Business models that are inclusive of and responsive to planetary ecosystem feedback. 2. Design for change – Complex, tightly coupled, multi- dimensional, multi-scale challenges exist within our enterprise design at every level, so we need business models that map systems thinking and change at every level. 3. Design for culture – Leadership that connects enterprise and society, enabling the people in our organisations to let go of the past, be mindful of the present and emerge into the future. 4. Design for the current age!
  22. 22. Welcome to the Tetradian Enterprise Canvas Toolkit…
  23. 23. Guiding Principles
  24. 24. The Tetradian Enterprise Canvas responds directly to this design challenge. It is underpinned by three essential guiding principles, each an integral part of our business model toolkit.
  25. 25. Guiding principles – #1 The Tetradian
  26. 26. The Tetradian Literally meaning four dimensions. The Tetradian model provides a framework for integrating the four corners of the business world: Business Process Business Knowledge Business Relationships Business Purpose The dimensions of every enterprise interact and interweave through each other in a constant, dynamic, ever changing equilibrium.
  27. 27. The Tetradian is the simplest possible tool for mapping an organisations inner-structure.
  28. 28. Guiding principles – #2 Five Elements
  29. 29. Five elements Elegant Efficient Reliable Integrated Appropriate The five elements provide a qualitative and quantitative structure to guide and support the organisation. They provide a compass for directing and managing systemic change and decision making within the organisation.
  30. 30. Elegant – graceful and simple recursive patterns Efficient – maximum productivity with minimum waste Reliable – consistent and complex recursive patterns Integrated – mindfully coordinated communications Appropriate – whole ecological system These elements are applied at every level and every layer of the organisations planning and decision making processes.
  31. 31. Guiding principles – #3 Shared Enterprise
  32. 32. Shared Enterprise The Shared Enterprise model enables each organisation to map its relationships with the world in which it operates.
  33. 33. The majority of organisations often define the enterprise as the organisation, at best including their suppliers and customers as part of the organisational map. The Shared Enterprise radically re-thinks this approach!
  34. 34. By viewing the organisation within the broad context of our market and the wider environment (both economic and ecological) This is the shared enterprise, and it is always at least three times larger than the enterprise itself.
  35. 35. Three principles in summary: TETRADIAN – A tetrahedral framework of Aspirational, Relational, Physical and Conceptual. The simplest possible map of an organisations inner structure. FIVE ELEMENTS – A navigational leadership guide of five elements, Elegant, Efficient, Reliable, Integrated, Appropriate SHARED ENTERPRISE – The context of the organisation is always at least three times larger than the organisation itself.
  36. 36. When we visibly apply these three principles to our organisations strategic planning, evaluations and practices we are able to map the multi-dimensional systems that support Design for ecosystems, Design for change, Design for culture and Design for the current age. Which brings us to the ecology of enterprise…
  37. 37. Ecology of Enterprise
  38. 38. An enterprise is similar to a living ecology
  39. 39. It is part of an entire ecosystem
  40. 40. From the climate to the birds, bugs and bees
  41. 41. A dynamic, multidimensional, interdependent ecology.
  42. 42. ENTERPRISE DIRECTION/GUIDANCE SUPPLIERS CUSTOMERS INVESTORS BENEFICIARIES That is defined by specific tasks and boundaries, each essential to the wellbeing of the whole.
  43. 43. The ecology of enterprise maps the entire organisation
  44. 44. customersupplier value proposition supplier relations supplier channels customer relations customer channels value creation value governance value return value outlay validation direction coordination guidanceguidance future future present present past past value proposition investor beneficiary management information investment dividend To provide a powerful enterprise modeling tool
  45. 45. A dynamic enterprise modeling tool Enterprise Canvas