An exciting concept still in the experimental stage. Anti-fragile systems are systems that increase in capability, resilience, or robustness as a result of mistakes, faults, attacks or failures. This presentation looks at how this concept can be applied to organizations and the infrastructures they manage.

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Stage Context [Orientation] Tools
B: Benefits
[Outcomes]
O: Outputs
[Products /
Services]
C: Changes
[Processes /
Operators]
E. Enablers
[Resources]
R:
Requirements
1 Value Proposition VPS
2 Business Model BMC
3 Benefits Mapping BRM
4
Systematic Ideation
Systems Engineering
TRIZ, SE
5
Failure Prediction
Design of Experiments
DFSS,
FMEA, DOE
6 Benefits Optimisation
AD, DSM,
TRIZ, SE
7
Engineering Requirements
Project Management
OPPM, SE
Lean Agile Innovation Management
BENEFITS MAPPING
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Stage-1: Frame Problem, or Frame Opportunity

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Stage-1: Frame Problem, or Frame Opportunity
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Who?
How?
What?
Why?
How?
Where?
Who?
Who?
What?
Where?
How Many? How Many?
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Information Requirements for the Business Model Canvas

49. Managing Observations in the OODA Loop
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Stage-2: Formulate Problem, or Formulate Opportunity

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Stage-2: Formulate Problem, or Formulate Opportunity
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10 Types of Innovation Applied to the Business Model Canvas
NETWORK
PROCESS
STRUCTURE
PROFIT MODEL
PRODUCT
SYSTEM
BRAND
PRODUCT
PERFORMANCE
SERVICE
CHANNEL
CUSTOMER
ENGAGEMENT

54. Frame ‘Fragile’ Problems / ‘Anti-fragile’ Opportunities
Step Question Objective
1 What business are we in? Segment the business according to our customers and
our competition
2 Where do we make money? Define our true profitability by segment, by product,
and by customer
3 How good are our competitive positions? Determine the strength of our positions
4 What skills and capabilities underpin our
success?
Find out what we do well and why we are successful in
our business
5 Is this a good market to be in? Determine the attractiveness of our markets
6 What do the customers think? Learn about the views of our customers and what that
means for how we do business
7 What about the competitors? Get insight into our competitors and their perspective
on the business
8 Should we do something else? Decide where to innovate in our business
9 Who are we, and what will we do? Finalise our strategy by defining what we are now,
who we want to be, and how to change
10 How can we raise profits quickly? Decide the steps to take for short-term improvements
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56. Design Structure Matrix (DSM) Benefits Realization Management
R: REQUIRE-
MENTS
• HOW WILL WE
DO IT? (5)
E: ENABLERS
• WHAT DO WE
HAVE? (3)
C: CHANGES
• WHAT MUST
WE DO? (4)
O: OUTPUTS
• WHAT DO WE
NEED? (2)
B: BENEFITS
• WHERE ARE WE
GOING? (1)
[5. TASKS TO DELIVER]
[3. RESOURCES]
[4. PROCESSES]
[2. PRODUCTS]
[1. OUTCOMES]
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Stage-3: Define and Measure Requirements for Benefits Realization
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59. Stage-3: Define and Measure Requirements
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Stage-3:DefineandMeasureRequirements
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Stage-4: Capture and Generate Ideas

63. Stage-4: Capture and Generate Ideas
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Stage-4: Capture and Generate Ideas
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Stage-4: Capture and Generate Ideas
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67. BASIC FRAGILE PROBLEM-SOLVING PROCESS:
DEFINE THE QUALITATIVE CHANGE CONDITION:
CONDITION 1: THE UNDESIRED EFFECT CEASES TO BE SENSITIVE TO THE WORSENING FACTOR [ROBUST SYSTEM].
CONDITION 2: THE RELATIONSHIP BETWEEN THE UNDESIRED EFFECT AND THE WORSENING FACTOR IS REVERSED [ANTI-FRAGILE
SYSTEM].
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Part 1 of 2 : Identify and define the right “problem”
Stage-4: Capture and Generate Ideas

68. BASIC FRAGILE PROBLEM-SOLVING PROCESS:
DEFINE THE QUALITATIVE CHANGE CONDITION:
CONDITION 1: THE UNDESIRED EFFECT CEASES TO BE SENSITIVE TO THE WORSENING FACTOR [ROBUST SYSTEM].
CONDITION 2: THE RELATIONSHIP BETWEEN THE UNDESIRED EFFECT AND THE WORSENING FACTOR IS REVERSED [ANTI-FRAGILE
SYSTEM].
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Increasing Robustness
Part 1 of 2 : Identify and define the right “problem”
Stage-4: Capture and Generate Ideas
© Iain Sanders, Game-Changing Innovation 2013-16

69. BASIC FRAGILE PROBLEM-SOLVING PROCESS:
DEFINE THE QUALITATIVE CHANGE CONDITION:
CONDITION 1: THE UNDESIRED EFFECT CEASES TO BE SENSITIVE TO THE WORSENING FACTOR [ROBUST SYSTEM].
CONDITION 2: THE RELATIONSHIP BETWEEN THE UNDESIRED EFFECT AND THE WORSENING FACTOR IS REVERSED [ANTI-FRAGILE
SYSTEM].
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Part 1 of 2 : Identify and define the right “problem”
Stage-4: Capture and Generate Ideas
© Iain Sanders, Game-Changing Innovation 2013-16

70. PART BASIC FRAGILE PROBLEM-SOLVING PROCESS:
1 DEFINE THE UNDESIRED EFFECTS: LIST THE WORSENING FACTORS.
2 DEFINE THE ACTIONS: THAT WILL CANCEL THE UNDESIRED EFFECTS.
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Part 2 of 2: Find the right “pattern” to solve problem
Stage-4: Capture and Generate Ideas
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87. Systems Engineering Method over Life Cycle
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88. Status of System Materialization at the Various Phases
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Major Stage Reviews and Systems Engineering V Process
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90. Conclusion
The key to adapting to a changing environment, is to build sufficient
anti-fragility into your system / infrastructure to enable reorientation –
faster than any crisis can prevent it.
Thank you very much!
Iain Sanders, Game-changing Innovation
Email: iain@gamechanginginnovation.org
90© Iain Sanders, Game-Changing Innovation 2013-16