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Asymmetric Design

Creating and sustaining requisite agility. So you say you want to put your clients first…. September 9th, 2016. By Philip Boxer BSc MBA PhD. So you say you want to put your clients first. By saying this, I assume you have decided that product/service excellence is not sufficient for you to survive. Two things follow from this:. 1 There are things to get clear about the way your enterprise currently operates:. 2 To get a better handle on what “putting clients first” means, you will then need:. To understa...

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Asymmetric Design | asymmetricdesign.com Reviews
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Creating and sustaining requisite agility. So you say you want to put your clients first…. September 9th, 2016. By Philip Boxer BSc MBA PhD. So you say you want to put your clients first. By saying this, I assume you have decided that product/service excellence is not sufficient for you to survive. Two things follow from this:. 1 There are things to get clear about the way your enterprise currently operates:. 2 To get a better handle on what “putting clients first” means, you will then need:. To understa...
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3 relationship
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6 boundary
7 perimeter
8 networked interventions
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Asymmetric Design | asymmetricdesign.com Reviews

https://asymmetricdesign.com

Creating and sustaining requisite agility. So you say you want to put your clients first…. September 9th, 2016. By Philip Boxer BSc MBA PhD. So you say you want to put your clients first. By saying this, I assume you have decided that product/service excellence is not sufficient for you to survive. Two things follow from this:. 1 There are things to get clear about the way your enterprise currently operates:. 2 To get a better handle on what “putting clients first” means, you will then need:. To understa...

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Building Organizational Agility into Large-Scale Software-Reliant Environments « Asymmetric Design

http://www.asymmetricdesign.com/2009/03/building-organizational-agility-into-large-scale-software-reliant-environments

Creating and sustaining requisite agility. Laquo; Enterprise Architecture for Complex System-of-Systems Contexts. Limits to the Use of the Zachman Framework in Developing and Evolving Architectures for Complex Systems of Systems. Building Organizational Agility into Large-Scale Software-Reliant Environments. Was presented at the 3rd Annual IEEE Systems Conference in Vancouver March 23-26 with the following abstract:. This entry was posted on Thursday, March 26th, 2009 at 2:10 pm and is filed under Agility.

2

Enterprise Architecture for Complex System-of-Systems Contexts « Asymmetric Design

http://www.asymmetricdesign.com/2009/03/enterprise-architecture-for-complex-system-of-systems-contexts

Creating and sustaining requisite agility. Laquo; Agility and Value for Defence. Building Organizational Agility into Large-Scale Software-Reliant Environments. Enterprise Architecture for Complex System-of-Systems Contexts. Was presented in collaboration with Suzanne Garcia at the 3rd Annual IEEE Systems Conference in Vancouver March 23-26 with the following abstract:. This entry was posted on Thursday, March 26th, 2009 at 2:02 pm and is filed under Architecture. Feed You can leave a response.

3

Managing over the whole Governance Cycle « Asymmetric Design

http://www.asymmetricdesign.com/2006/04/managing-over-the-whole-governance-cycle

Creating and sustaining requisite agility. Laquo; Security and Symmetry. Managing over the whole Governance Cycle. In the chapter with Richard Veryard on Taking Governance to the Edge. I introduced a model of the WHAT, HOW, FOR WHOM. Of the relationship between a business and its environment:. The concept of a. The names for two of these four ways came from research on shopping behaviour by Gary Davies. Such as textbooks and newspapers, which is codified and diffused. It is easy to see in the ‘hoar...

4

When is a stratification not a universal hierarchy? « Asymmetric Design

http://www.asymmetricdesign.com/2007/01/why-is-a-stratification-not-a-universal-hierarchy

Creating and sustaining requisite agility. Laquo; Managing the SoS Value Cycle. Dynamic Systems at SEI. When is a stratification not a universal hierarchy? In describing the 3 asymmetries. Richard establishes a six-layer. Relating underlying technologies to ultimate contexts-of-use. Thus in the case of orthotics. Difficulties in mobility. Is this therefore not just a hierarchy moving from the particular of the technology to the general of its uses? But in distinguishing the third asymmetry. The treatment...

5

Asymmetric Demand « Asymmetric Design

http://www.asymmetricdesign.com/category/asymmetric-demand

Creating and sustaining requisite agility. Archive for the ‘Asymmetric Demand’ Category. Laquo; Older Entries. What distinguishes a platform strategy? Monday, May 14th, 2012. By Philip Boxer PhD. What distinguishes a platform strategy is the way it extracts value from the relationship to demand, not the characteristics of the platform itself. Richard Veryard asks does everyone (except Google) have a platform strategy. Contrasting with the open source approaches of an Amazon or an Apple. But what about a ...

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On the refusal of (big-S) Symbolic castration » Lacanticles

http://www.lacanticles.com/2014/02/on-the-refusal-of-castration

Lacanese thinking about individuals, organizations and ecosystems. What can we learn from Lance Armstrong? Betraying the citizen: social defences against innovation. On the refusal of (big-S) Symbolic castration. In considering what we can learn from Lance Armstrong. I argued that aside from the moral outrage, we needed to consider if he has something to teach us about the nature of. The film showed this with great clarity. Hurtling down the mountain’ is the relation to an. The Freudian insight of. Where...

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Structural ‘gaps’ – the wigo/wiRgo relation » Lacanticles

http://www.lacanticles.com/2007/03/structural-gaps-the-wigowirgo-relation

Lacanese thinking about individuals, organizations and ecosystems. Bion, Lacan and the thing-in-itself. Structural ‘gaps’ – the wigo/wiRgo relation. Implicit in the Quadripod. And is important because it gives us a different way of understanding what an ‘object’ is in psychoanalytic terms, enabling us to clarify the distinction between the Kleinian object and the Lacanian symptom. The matrix of all possible train routes describes each train route as a journey between stations. The particular train ro...

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The Promoted Sibling as an expression of libidinal investment » Lacanticles

http://www.lacanticles.com/2005/11/the-promoted-sibling

Lacanese thinking about individuals, organizations and ecosystems. Three risks to a reading. The Promoted Sibling as an expression of libidinal investment. Steen Visholm gave a presentation in June 2005 at the ISPSO International Conference in Baltimore, entitled The Promoted Sibling: Sibling Dynamics – a new dimension in the Systems Psychodynamics of Organizations. The problematics of ‘top-down’ (North-South dominant/’vertical’) strategy/power-at-the-centre have to do with the way strategy i...The Bioni...

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What might make translation difficult from a Lacanian reading to a Kleinian reading of Freud? » Lacanticles

http://www.lacanticles.com/2015/05/what-might-make-translation-difficult-from-a-lacanian-reading-to-a-kleinian-reading-of-freud

Lacanese thinking about individuals, organizations and ecosystems. The ISPSO listserve: our parallel process in (not) working through differences. Working with the subject’s relation to the unconscious within the context of an organisation and its ecosystem. What might make translation difficult from a Lacanian reading to a Kleinian reading of Freud? The following exchange between Simon and Mike shows us something of the difficulty of translating between Kleinian and Lacanian readings:. A fourth layer re...

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What makes an economy a ‘libidinal economy’? » Lacanticles

http://www.lacanticles.com/2014/07/what-makes-an-economy-a-libidinal-economy

Lacanese thinking about individuals, organizations and ecosystems. Betraying the citizen: social defences against innovation. The ISPSO listserve: our parallel process in (not) working through differences. What makes an economy a ‘libidinal economy’? The concept of ‘libidinal investment’ has come up before, for example in The Promoted Sibling as an expression of libidinal investment. Or in Getting caught ‘inside’ particular forms of Thirdness as an effect of unconscious valency. Maurita Harney and I have...

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Betraying the citizen: social defences against innovation » Lacanticles

http://www.lacanticles.com/2014/06/betraying-the-citizen-social-defences-against-innovation

Lacanese thinking about individuals, organizations and ecosystems. On the refusal of (big-S) Symbolic castration. What makes an economy a ‘libidinal economy’? Betraying the citizen: social defences against innovation. Affordable healthcare is a right of each citizen, not a privilege for those who can afford it. Posted by Philip Boxer. Leave a Reply Cancel reply. You must be logged in to post a comment. The burden imposed by the requirements for abstract thought. What can we learn from Lance Armstrong?

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What can we learn from Lance Armstrong? » Lacanticles

http://www.lacanticles.com/2014/02/what-can-we-learn-from-lance-armstrong

Lacanese thinking about individuals, organizations and ecosystems. Counter-resistance is always on the side of the supplier-provider. On the refusal of (big-S) Symbolic castration. What can we learn from Lance Armstrong? I recently watched a documentary/film about Lance Armstrong- the Armstrong Lie. 8211; and was left with three areas of questions:. Many leaders/celebrities do something reckless like this that ends their career- Does a self-destructive death instinct drive this……? So I also proposed that...

next-practice-research-initiative.blogspot.com next-practice-research-initiative.blogspot.com

Next Practice Research Initiative: Publications

http://next-practice-research-initiative.blogspot.com/2012/04/publications.html

Next Practice Research Initiative. Wednesday, April 4, 2012. Minimum Price: $15.00. Suggested Price: $30.00. Download a sample PDF. Minimum Price: $15.00. Suggested Price: $30.00. Minimum Price: $15.00. Suggested Price: $30.00. Posted by Richard Veryard. Subscribe to: Post Comments (Atom). Next Practice Enterprise Architecture. Nigel Green (Twitter: @taotwit). Richard Veryard on Architecture. The Transparency of Algorithms. So you say you want to put your clients first….

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Find a Psychoanalyst | CFAR

http://cfar.org.uk/Associates_affiliates.htm

Freud - Lacan The Fundamentals of Psychoanalysis. CFAR Short Course Autumn 2016: Transference and Interpretation. Analysts of the Centre. To join our mailing list or for general enquiries, please click here. List of CFAR Associates and Affiliates. Philip J. Boxer BSc MBA PhD. New Jersey, USA. 1 908 458 6588. Thinking : lacanticles.com. Email: leslie.chapman@therapeia.org.uk. Website: www.therapeia.org.uk. Tel: 020 8244 4549. Email: janet.haney@icloud.com. Licenciada en psicologia (U.B). G M Simona Revelli.

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The social object – distinguishing Kleinian, ‘real’ and Lacanian objects » Lacanticles

http://www.lacanticles.com/2011/06/the-social-object-distinguishing-kleinian-real-and-lacanian-objects

Lacanese thinking about individuals, organizations and ecosystems. The journey at the edge. The social object – distinguishing Kleinian, ‘real’ and Lacanian objects. For example in social interaction design. Or in the enterprise. Winnicott argued that in surviving its destruction by the subject as a basis for object-relating, the object is established as being ‘external’. But what makes these external objects. Ie an identification formed not with some. And The Market as an Object of Attachment”. Synchron...

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Cosmic Horror and Climate Change: Lovecraft’s Climate Fiction. Nothing stirred the dusty plain, the disintegrated sand of long-dry river-beds, where once coursed the gushing streams of Earth’s youth. There was little greenery in this ultimate world, this final stage of mankind’s prolonged presence upon the planet. Till A’ the Seas- H.P. Lovecraft and R.H. Barlow. Till A’ the Seas. Till A’ the Seas,. Writing of the change, Lovecraft and Barlow noted, “. Finite Pool of Worry. At its most bleak,. 8220;And n...

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Creating and sustaining requisite agility. So you say you want to put your clients first…. September 9th, 2016. By Philip Boxer BSc MBA PhD. So you say you want to put your clients first. By saying this, I assume you have decided that product/service excellence is not sufficient for you to survive. Two things follow from this:. 1 There are things to get clear about the way your enterprise currently operates:. 2 To get a better handle on what “putting clients first” means, you will then need:. To understa...

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