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Business As a System - Coggle Diagram
Business As a System
5 Disciplines for Organizational Learning
Systems Thinking
Personal Mastery
Self-Actualization
Mental Models
Shared Vision
Team Learning
Bridge Four Domains
Business Process
Information Landscape
To Coordinate and Manage Work
Application Software
Infrastructure
Roots of Understanding
Static Management Solutions
Are Likely to Become Sources of Destabilization
Organizations Need to Be Dynamic
Organizations Must Have
Capacity For Trial and Error Learning
Must Understand
How Parts Make Up The Whole
The Parts Themselves
Architectural Thinking
Business
Organization
Marketing
Design
Sales
Manufacturing
Testing
Inventory
Billing
Capabilities
Marketing
Customer
Products
Finance
Channels
Employees
Legal
Systems
Identify Business Problem
Think Simple Concepts
Communicate Informally
Get Buy-in
Get Feed Back
Add Complexity
Repeat
Organizational System
Inputs
Processes or Throughputs
Outputs
Environment
Business Model Canvas
Components
Key Activities
Key Partners
Costs
Key Resources
Value Proposition
Customer Relationships
Customers
Revenue
Channels
Example Questions
Which Channels Maximize Value
For Targeting Specific Customers
How Does Building Strong Customer Relationships
Impact Revenue Models
Impact Channels
How to Structure Costs
To Generate Profits
To Deliver the Value Proposition
Business
Ecosystem
Network of Organizations
Distributors
Customers
Competitors
Government Agencies
Suppliers
Resources
Capital
Partners
Suppliers
Customers
Stages
Birth
Defining What Customer's Want
Short Term Victory Goes To
Who Best Defines and Implements
A Leader Must Emerge
To Lead Improvements
Established Companies
Are Better Off Waiting
For The Ecosystem to Develop
Requires Cooperatoin
Expansion
Established Companies Enter
Necessities Are
Concept that Adds Value For
Large Numbers of Customers
Potential To Scale
To Reach
Managerial Challenges Are
Stimulate Market Demand
And Maintaining Your Ability To Meet It
Must Prepare For
Future Leadership
And Leverage
Rewards Fast Expansion
Squeezing Competitors
Leadership
Requires The Promise Of
Growth And Profitability
Value Adding Components
Central To The Ecosystem
Must Be Reasonably Stable
Is Acquired By
Patent Protection But Fundamentally From
Constant Innovation
Lead Producers
Must Extend Control By
Shaping Future Directions
Any Company In the Ecosystem
Must Maintain Bargaining Power
Self-renewal OR
Death
Occurs Through Threat
Of New
Competing Ecosystems
And Innovations
Environmental Changes
Government Regulations
Customer Buying Patterns
Macroeconomic Conditions
Slow New Ecosystem Growth
Incorporate New Innovations
Restructure Themselves
Change Ideas In A Social System
You Change the System Itself
Art of Thinking
Different Mental Models
Add Complications
Models Do Not Align
Enterprise Architecture
Architecture Framework
Classification Schema Ontology
Thinking Tool
Management Tool
Structure / Skeleton
Entropy
System Needs Balance and Maintenance
Or The System will Run Down
Management
Chief Jobs
1st
Facilitate Learning
Adaptation
Improvement
2nd
Provide Tools
Training
3rd
Mindfulness
Constantly Revise Routines
Test Current Assumptions
Anticipate Future Needs
Attention To The Process