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Parallelisms
: Marketing - Information management - Market intelligence -
Knowledge management - Neurophenomenology - Coaching - Heuristic evolution - Social networking
- Probability - Quantum mechanics -
Organizational learning - Performance assessment - Economy - Statistical
mechanics
Marketing - Social Networking
- Probability
- "Land maps" -
Maps have been taken as real land maps
where people and goods were "living and moving". They have been
first utilized to find out
where and which marketing actions would likely have greatest
probable impacts. In
example, the market being clearly dominated by the outside buyers
- and not but the supply side - client centric actions became more
effectively managed - i.e. schemas like mentioned by
M. Gladwell in "The tipping
point" were better organized as localizing connectors, mavens and
salesmen became feasible from the maps and their probable
efficiencies more easily anticipated.
Noticeable is also that the
market was not seen anymore like segmented in silos but designed
to exhibit and to link the cascading potentials existing between
various segments and that the marketing meetings become
more related to an "art of inviting" and an "art of hosting".
In this view, we learned how to create
appropriate sets of attendees so that the mix would own the
potential of being individually beneficial for all - say that any
attendee would have more or less the same chance to meet
interesting contacts - and we learned to play proactively the
roles of mavens and connectors at directing people to meet
specifically some others or at driving discussions to common
interests being outside of the group.
Information management -
Market intelligence - Knowledge management - Neurophenomenology
- "We located where the important news
were likely to occur" - News and
innovations are often seen of erratic and unpredictable origins.
We use the maps to estimate where they would most likely raise and
where they would be of the highest interest.
We enroll a daily journalistic investigation
driven at proactive and regular enquiries at the anticipated best places and we
produced a daily news set which more than fifty percent was
covering the primary interests (say a given sector) and the
secondary interests (say the neighboring sectors) of each member
of the audience.
It provided with a market intelligence that
maintained the market maps accurate. It also created a stronger degree
of self coherence of attitude between actors, like neurons can
make the member of a body to self react when they know what the
other members are doing.
A report -
Spots informing - explains how this action has been
assimilated at a "braining a group".
Coaching - Heuristic evolution
- Social networking
Maps were also utilized at understanding which
actors to invite at meetings so that innovative practices and
opportunities would more probably occur.
We also drove
social network expansion within preferred directions.
A fair among of Business owners being naturally
inclined at seeing innovation and
progress like an enhancement of their internal competences and assets, we coached groups and meetings by external
contextualization - say investigating cases at clients and at clients of clients premises.
It turned to exhibit many unknown opportunities
and at developing innovation on real cases and demand like an emerging evolution driven by a
surrounding environment.
Social networking -
Probability - Quantum mechanics -
Organizational learning
Doing meetings and crowding groups with
regards to potential external common issues made such
that we observed increases of independent events sequences
conducting "by chance" to the
detection of new opportunities -
i.e. someone who tells someone, who tells someone, ...
A probability of an independent event chain is
supposed to rapidly decrease with length of the chain as the total
probability is the result of the multiplication of the probability
of each events (it is perhaps why open social networks like developed on the web are
often of low efficiency with regards the enormous number of
members they own, at least when no
action is taken to drive his personal network expansion in
selected directions).
At the reverse, the probabilities might
cumulate when they are expressed on the base of densities - i.e. like
does the formalization which grounds quantum mechanics.
We understood from there that crowding our meetings and groups had
to be seen as managing densities of probabilities.
It also interesting is to mention
that when the actionable chains become numerous and interconnected,
we loose the capability to track the information actual travels
as well as to assign
results only at only one specific cause.
We could say that information and causal relationships became
like distributed and at several places at the same time
or like not more
precisely localized than in a given part
of the group.
This lost of unique causality was in particular
the result of the daily news system that we mentioned above. We
diagnosed afterwards that he was acting like a constant external
contextualization that inferred a complex, hidden but efficient
self organization.
Such management systems are sometimes referred
as organizational learning or learning organization - in the sense
organizations which are able to coherently act and learn as a
whole by their own.
Performance assessment - Economy - Statistical mechanics
A large amount of
performances evaluation systems are based on observable individualized
effect-causality relationships.
They own of course an efficiency in situation
were those conditions exist. At the reverse, we have not find how
they could effectively assess situation were unique and
individualized causal relations would not rule the system
behavior.
Noticeable is the fact that it seems like a
widely spread belief that the efficient systems are only those
where direct causal liaisons can be identified and measured.
Noticeable also is the fact that a large amount
of successful business owners, entrepreneurs and CEO perfectly
knows and recognize the existence and the efficiency of informal
information systems and interpersonal implicit positive
interactions.
Very frequently, handling those hidden aspects
is considered as highly important, it takes a significant part of
their daily business and it frequently results from a sound -
explicit or implicit - strategic view.
Those hidden aspects are important, they are
surveyed and regularly assessed but most of the time out pure
objective schema. They rely for a fair part on subjective
assessment.
Our diagnosis being that an assessment could
not be done on individual base anymore but only for sets of
actions-actors, we have done a tentative of assessment on the base
of the daily information system which has been previously
mentioned and reported in the paper "Spots
informing".
The only way we found to assess an ability to
produce results for a distributed system was to test his ability
to respond at context changes. The news were on one hand reporting
on the system ability to produce results and on the other hand
they were reporting contextual changes - as they were focused at
reporting factual achievements at external client premises.
The conclusion has been that a proper
management of such information system can enhance and evaluate the
self activation of two opposite cycles that maintain an economy or
an industrial
system in evolution.
The two opposite cycles correspond to a
reduction of knowledge for the first one - say the reduction of a
diversity of practices in a narrower set of best practices - and
to an increase of knowledge for the second one - say an
exploration of unknown cases and practices - a short summary on
those conclusions is reported in "Connect
global network for innovation and business enhancement".
In general, we have seen at that time the
questions of performances and impacts assessment as parallel to
the difference between classical and statistical mechanics.
General arguments and procedures for this second case are
apparently missing i.e. for domains like business and economy.
It is also our observation that in those
domains, still a large amount of experts sees statistical approach
only like a variance reflecting the imperfect knowledge of some
parameters and not like a fundamental lost of individualized
causality.
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