Professional Documents
Culture Documents
07
BetaCodex Network White Paper
Aug 2008
The Author:
Dr. Gerhard Wohland,
gerhard.wohland@comperdi.de
• PhD in physics
• 1946, Germany
• Director of the Institute for
Dynamic-Robust Outperformance (IdH), Germany
Some clients: Deutsche Telekom AG,
DaimlerChrysler AG Stuttgart. VW AG Wolfsburg,
Schwan-STABILO Nürnberg, Gerling Köln,
debis Systemhaus Stuttgart, Bosch Stuttgart
1. The “Taylor tub” - about the historic course of market dynamics
Market pressure
Conventional
companies
machine
formal
The domination of high dynamic is neither good or bad. It‘s a historical fact.
The Integration
Blue behind Red
the Distinction
complicate complex
formal ”World“ dynamic
dead alive
Administration Management Leadership
Knowledge Competence Ability (skill)
to learn Qualification to practice
Behavior Culture Values
Data Communication Information
..... .... ....
Distinctions are needed, if you want to think and describe dynamic relations.
Peri- Peri-
phery phery
Peri- Peri-
phery phery
Centre Centre
Response
InInstitut
dynamicfür dynamikrobuste
markets, the centre loses its knowledge superiority, and steering collapses.
Höchstleistung Page 7
Things to remember about innovation:
Innovation is:
• “The last link in a long chain of defeats.”
• ”Red”. Therefore, the question isn’t How? to do it, but Who? can do it.
• A task that can not be delegated by the centre.
• Depending on having a “Resistant Nest” for talent.
Peri- Peri-
Peri- phery Peri- phery
phery phery
Knowledge Competence
Competence
Problem Centre Centre Problem
Problem
Solution Divides problems
Finds solutions
Order to periphery Peri- Peri-
phery phery
Peri- Peri-
phery phery
1. Symmetrization
Asymmetrical Symmetrical
Periphery
customer customer
Problem-solving technology:
People with ideas
1 2 3 4 5
Problem-solving technology:
”Process“-description
Low-dyamic High-dynamic
problem problem
complicated
Project
Management Management
IT Qualifi-
Couple n owl edge cation
d/ /K
Neutra
l Mastery
complex Value
n creati
ptim izatio ng / Para
n / O sitic
Red uctio Sales
Costs
Knowledge
Organization Management
Institut
Only für dynamikrobuste
the blue part of culture can be changed. The red part of it can only be observed!
Höchstleistung Page 14
“Strategy”, or “planning”?
Out of bounds!
Out of bounds! 5
Future
4 Status
2 (Target)
1
6
Current
Status “Strategic space“
3
If you know the way, then you can make a plan. In conformity with strategy
If you don‘t know the way, then you need strategy.
supplier market
(external reference)
existing missing
1 3 Buy core
Buy shell
(“Santa Clause“
Business we buy it! (outsourcing)
interface)
intention
(internal
reference) 4 2
we make it Make shell
ourselves! Make core
(waste/muda)
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