Difference between revisions of "Climatic patterns"

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(Everything evolves through supply and demand competition)
(Everything evolves through supply and demand competition)
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===Everything evolves through supply and demand competition===
 
===Everything evolves through supply and demand competition===
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{{Book|11}}
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If the conditions exist that a person or groups of people will strive to gain some form of advantage or control over others due to a constraint (i.e. a limitation of a resource or time or money or people) then we have competition. If competition exists then the components effected will evolve until they become industrialised. This impacts everything from activities (what we do), practices (how we do something), data (how we measure something) to knowledge (how we understand something). The map is never static but dynamic.  It's also important to understand that if competition exists then you will be in conflict with others. Sometimes the best way of resolving this is through coopetition (i.e. cooperative competition) and building alliances. In other cases, depending upon the context, then you have to fight even to the point of a game of last man standing. In any significant landscape then you're likely to find yourself building alliances on one part of the map whilst at the same time fighting other companies in another and withdrawing from a third. However as the components on your map evolve then your former allies can become foes and vice versa. Microsoft and open source used to be mortal enemies, they're now often found to be best buddies. To manage such a dynamic and fluid environment then you're going to need to be able to observe it.{{Book cite 11}}
  
 
Wardley's 2013 blog post: [http://blog.gardeviance.org/2013/01/everything-evolves.html Everything Evolves]
 
Wardley's 2013 blog post: [http://blog.gardeviance.org/2013/01/everything-evolves.html Everything Evolves]
  
[[File:Evolution of Activity Practices and Data.png]]
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[[File:Evolution of Activity Practices and Data.png|800px]]
  
  
  
  
[[File:Coevolution of Practice and Activity.png]]
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[[File:Coevolution of Practice and Activity.png|800px]]
  
 
===No single method fits all===
 
===No single method fits all===

Revision as of 03:34, 4 November 2017

Wardly Climatic Patterns.png

Climatic patterns are rules of the game. These patterns apply across contexts, regardless of user choice.

Contents

Components

Everything evolves through supply and demand competition

From chapter 11 in the book:


If the conditions exist that a person or groups of people will strive to gain some form of advantage or control over others due to a constraint (i.e. a limitation of a resource or time or money or people) then we have competition. If competition exists then the components effected will evolve until they become industrialised. This impacts everything from activities (what we do), practices (how we do something), data (how we measure something) to knowledge (how we understand something). The map is never static but dynamic.  It's also important to understand that if competition exists then you will be in conflict with others. Sometimes the best way of resolving this is through coopetition (i.e. cooperative competition) and building alliances. In other cases, depending upon the context, then you have to fight even to the point of a game of last man standing. In any significant landscape then you're likely to find yourself building alliances on one part of the map whilst at the same time fighting other companies in another and withdrawing from a third. However as the components on your map evolve then your former allies can become foes and vice versa. Microsoft and open source used to be mortal enemies, they're now often found to be best buddies. To manage such a dynamic and fluid environment then you're going to need to be able to observe it.[1]



Wardley's 2013 blog post: Everything Evolves

Evolution of Activity Practices and Data.png



Coevolution of Practice and Activity.png

No single method fits all

Rates of evolution can vary by ecosystem

Components can co-evolve

Characteristics change as component evolve

Evolution consists of multiple waves

No choice over evolution

Red Queen

Commoditisation <> Centralization

Financial

Higher order systems create new sources of value

Future value is inversely proportional to the certainty we have over it

Efficiency does not mean a reduced spend

Jevon's Paradox

Evolution to higher order systems results in increasing local order and energy consumption

Capital flows to new areas of value

Creative Destruction

Joseph Schumpeter

Speed

Efficiency enables innovation

Shifts from product to utility tend to demonstrate a punctuated equilibrium

Evolution of communication mechanisms can increase the speed of evolution overall and the diffusion of a single example

Increased stability of lower order systems increases agility & speed of re-combination

Change is not always linear

Discontinuous and exponential change exists

Inertia

Success breeds inertia

Inertia can kill an organization

Inertia increases the more successful the pas model is

Competitors

Competitors actions will change the game

Most competitors have poor situational awareness

Prediction

Not everything is random

In some situations, you can predict the probability of what will happen, but not when. In other situations you can reliably predict when something will happen, but not exactly what.

You cannot measure evolution over time or adoption, you need to embrace uncertainty

Economy has cycles

Peace, war, and wonder

The less evolved something is, then the more uncertain it becomes

Two different forms of disruption

Predictability

"War" (point of industrialization) causes organizations to evolve

References

Example internal link