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Dialogic Design for the Intelligent Enterprise

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Peter Jones
Peter Jones

Published article from this presentation is available from the author. designdialogues.net

TecnologiaNegócios
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Dialogic Design for the Intelligent Enterprise Collaborative strategy, process, and action Peter H. Jones, PhD Dialogic Design International, LLC Institute for 21 st Century Agoras INCOSE 2007 Symposium
The Intelligent Enterprise ,[object Object],[object Object]
Structured Dialogic Design ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Strategic Paradox ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Transformation as Strategic Change to IE ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Requisite Uncertainty Strategic Vision (Collins “Good to Great”) Strategic Commitment (Porter: Cost leadership or product differentiation) Commitment Uncertainty 10 yrs: Strategic Transformation Board Corporate 5-10 yrs: Corporate Renewal Operating Division 5 yrs: Operational Effectiveness Function 1Q – 1 yr. Process Redesign
Levels of Transformation 10 yrs: Strategic Transformation Board Corporate 5-10 yrs: Corporate Renewal Operating Division 5 yrs: Operational Effectiveness Function 1Q – 1 yr. Process redesign Commitment Uncertainty Organizational Architecture Transformation Process Reengineering Socialization
Why Dialogic Design? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Intelligent Enterprise Applications ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Model of Structured Dialogue ,[object Object],[object Object],[object Object],[object Object],[object Object],Definition Stakeholders first dialogue What we must consider in our strategic game plan. Discovery - Initial research into the factors of inquiry. Action Planning Consensus on near * mid-term actions for all stakeholders. Root cause map Consensus options Design Idealized array of design solutions in response to Definition issues. Strategic options that offer direction & reduce uncertainty.
 
Dialogic Design Co-Laboratory   Dialogue Co-Laboratory Largely co-located, onsite 15-30+ participants Mixed media & real-time display Cogniscope II ISM method software Facilitator-managed Webscope Usually mixed locations Online wiki + teleconference Mixed media & real-time display Screen share Teleconference Wiki support
[object Object],[object Object],[object Object]
 
Layered Architecture Clarify / Build brand identity Prepare a simple value package Mount coordinated/ online marketing campaign Clear model of product funnel & staged offerings Introduce complementary services in marketing plan IV V VI VII
Purposes & Uses of Dialogic Design ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Exemplary SDD Applications ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Conclusions ,[object Object],[object Object],[object Object],[object Object],[object Object]
References & Sites ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
How People Harness their Collective Wisdom & Power to Construct the Future in Co-Laboratories of Democracy Alexander N. Christakis /  Information Age /  2006 ,[object Object],Harnessingcollectivewisdom.com

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Dialogic Design for the Intelligent Enterprise

  • 1. Dialogic Design for the Intelligent Enterprise Collaborative strategy, process, and action Peter H. Jones, PhD Dialogic Design International, LLC Institute for 21 st Century Agoras INCOSE 2007 Symposium
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  • 8. Requisite Uncertainty Strategic Vision (Collins “Good to Great”) Strategic Commitment (Porter: Cost leadership or product differentiation) Commitment Uncertainty 10 yrs: Strategic Transformation Board Corporate 5-10 yrs: Corporate Renewal Operating Division 5 yrs: Operational Effectiveness Function 1Q – 1 yr. Process Redesign
  • 9. Levels of Transformation 10 yrs: Strategic Transformation Board Corporate 5-10 yrs: Corporate Renewal Operating Division 5 yrs: Operational Effectiveness Function 1Q – 1 yr. Process redesign Commitment Uncertainty Organizational Architecture Transformation Process Reengineering Socialization
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  • 14. Dialogic Design Co-Laboratory   Dialogue Co-Laboratory Largely co-located, onsite 15-30+ participants Mixed media & real-time display Cogniscope II ISM method software Facilitator-managed Webscope Usually mixed locations Online wiki + teleconference Mixed media & real-time display Screen share Teleconference Wiki support
  • 15.
  • 16.  
  • 17. Layered Architecture Clarify / Build brand identity Prepare a simple value package Mount coordinated/ online marketing campaign Clear model of product funnel & staged offerings Introduce complementary services in marketing plan IV V VI VII
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  • 22.