Such decisions are undemocratic, erratic, irrational and inexplicable. They don't benefit Wiki.
If you are new to this site, please do take a detour to NewUserPages first. Thanks.
For people interested in Why am I here, or "Still here", the answer lies in an older version of WhyAreWeAllHere.
HigherPrinciples in need of attention for the moment.CommunityBuilding does not quite make the HigherPrinciples, but it is very much related to ChangeManagement. I am not using TheAdjunct much at the moment due to time and resource limitations, but I support others to visit the site as it has better WikiTechnology and more use of RealNames.
Therefore, will work on CriticalThinking if there is insufficient community participation later on.
Also, AlternativeJobsForProgrammers being considered.
People who want to reach me probably know how to do so via email, or know someone who knows my email. I will be here but focus on different things. -- dl
Discussion in progress will be moved to OnDavidLiuDiscussion? within a few days, and if no other remarks, then quickDiff (or NewRecentChanges) will show information to whoever interested. Response to DaveVoorhis will be moved there as well.
Different things? All your recent activity has related to various management-related pages, but I wondered where you're going with them - you've written a lot, yet seem never to express your own views.
Pages to read later
Good stuff outside
David, I didn't attend Jimbo's talk so am not qualified to provide any info about his views on "Social Mechanisms" for wiki. While I'm also interested in "Social Mechanisms" for wiki, I can't afford the time right now to discuss it. Hopefully soon :) -- BrandonCsSanders
I thought it appropriate to move this here, since it is really a meta-discussion about the creation of WhatIsSoa rather than discussion about SOA itself:
Fine. You may have some implementations that claim to be "Service oriented" without use of Xml WebServices. However are you also claiming that it is not worth mentioning XML within your 30,000 ft high-level technical description of SOA? If so, I would like you to invite CostinCozianu (stated profession of SoftwareArchitect) to concur with you on this. -- DavidLiu, after many days of inactivity following response to GH observations
XML is appropriately mentioned on WhatIsSoa, albeit in a humorous fashion, and further addressed in more detail under WebServices where it belongs. I see no reason to otherwise sully an accurate, broad, long-term, universal definition with technology de jour, especially as it is not a required component of an SOA. That said, I would certainly not object if someone wished to add content regarding XML or anything else, as long as it is accurate and fits within the context of the page.
As this is a Wiki, and as I rightfully claim no editorial control over WhatIsSoa or any other except my HomePage, CostinCozianu is free to alter it as he sees fit. As are you. As is the entire population of the Internet. However, it seems awfully presumptuous of me to explicitly "invite" someone to contribute. That's tantamount to requesting that he or she contribute, and as I am not the boss of anyone here, it is not my place to do so. Indeed, it even seems slightly rude to do so. -- DaveVoorhis <-- for later attention by dl. If DV is reading and cannot wait, pls let me know
Hi David. I am reading, but will happily await a response at your convenience. No rush. -- DaveVoorhis <- Hi Dave, I can give you a "quick incomplete feedback for you to consider". Besides XML (which GH mentioned) I "think" something similar to [loosely coupled systems] "maybe" worth inclusion. I have done lots of readings (and yes lots of MS / others market techure) and that aspect seem to stand out. There could be others. In business terms (easier understood by me) it gets back to "on demand". But I am busy in other "learning and doing" things now and so cannot interact with you in a "considered" fashion. -- dl
Well! As I've mentioned before, I think XML is dealt with in an entirely appropriate and adequate fashion. As for "on demand," I've spent the last twenty-five or so years hearing variations of the underlying sentiment ascribed to everything from COBOL to APL to "PC technology" to Java, so I don't think SOA deserves to be considered "on demand" any more than everything else that's (effectively) been called "on demand." That said, please feel free to include something similar to [loosely coupled systems] on WhatIsSoa as you see fit. I'll edit it if, and as, I see fit. That's how this here "Wiki" thing works. -- DaveVoorhis <- Dave I have added an external reference that talked about loose coupling, in the ServiceOrientedArchitecture page that I hope is worth your time to wander by. I do not have original information in any technical topics, although I do form views once I have read a few that are not EchoChamber?s of each other. -- dl for DV
Hi David. Thanks for the hello. I'll definitely be singing RubyLanguages? praises whenever I see the chance. It seems to already have reasonable support in these parts. -- RobbieCarlton DeleteWhenRead
Ian since you are interested in LargeScaleCppSoftwareDesign, do you have thoughts to share on SoaAndLooseCoupling? -- dl Nov 05
Is PaulAllen still involved with IT? I have seen an CutterConsortium intro of PaulAllen at http://www.cutter.com/consultants/allenp.html. Is he still active in IT development and application in 2005?
From DealingWithFlames (applying the very principle:)
I have seen this page started off as a FlameBait, with something in the line of "XYZ...([you should know better]<- something close to that kind of tone).... signed by ABC". In its current form (mid Nov05) the first part has been "refactored". And a miracle appeared. It appear as though ABC started off in making a "considered contribution" and signed it that way.
However it appear to people who know its history as highly hypocritical and therefore I would stick by the much older page of HowToReactToaFlame. And suggest other WikiReaders to merge useful discussions to that page.
Hi David, if this weren't a homepage, I would put an ImplicitTopics tag on it :-) -- .gz
This originally appeared on DotNetDevelopmentMethods and has been (quite rightfully, IMHO) removed, but I still think the question is interesting...
Mr. David Liu, You are such a busy BossyBoots? about anything you can think of, almost like one of those clever little <meta> thingies that are so cute and like to be everywhere. Are you finding this to be an effective tool for your self? I would almost hope so, even though I find it to be an observable waste of effort in some cases. I hope you either make a lot of money for your employers or will do so in the future, for your self. You certainly have a lot of energy and bounciness if nothing else.
BTW I am puzzled by a lot of gnoming activities originating from cable.ubr04.croy.blueyonder.co.uk. A recent example being ContextObjectsAreEvil.
The "activities" were mainly corrections of spelling and punctuation.
Someone made 5 points above which I did not notice until the posts are gone, so I do not know whether the same source supplied the above. I am in the midst of bidding for a different job under DeathMarch conditions so I will be brief, and more incoherent as usual :)
A lot of people have been telling you that they strongly dislike your idiosyncratic approach to (what you think is) WikiGnomeing.
And now, here you yet again impose your odd thoughts on the subject onto the home page of someone who just passed away, which basically is directly disrespectful and in extremely poor taste, and also is interfering with the steady stream of his friends who have been dropping by to pay their respects and share their memories.
This would be like barging into the funeral of someone you never met, and insisting on moving the coffin around, propping it up (with loose bricks) at a 30 degree angle, throwing the flowers you don't like into the trash, clearing away all of the plates at the wake while people were just beginning to eat, vacuuming and using a powered floor polisher while the priest is conducting the funeral ceremony, forcing mourners to get up and move over to the other side of the church...
Just who do you think you are???
At this point, I really wish you would just stop. Stop. Stop. Stop. -- DougMerritt
I had exactly the same reaction.
Some of these visitors are probably barely familiar with C2, and putting obstacles in the way of this outpouring of emotional eulogies just seems *outrageously* insensitive.
Liu, get it together.
David, please reconsider your entire approach to editing here. -- EarleMartin
If anyone felt there need to be further discussion on the above, let's do it at TheAdjunct. Please note I have written a note regarding DougMerritt, and any discussion of that would only be responded at TheAdjunct, when I have time. Having said that, my attempt at creating the JohnVlissidesRemembered page was not the best action at the time as well. -- DavidLiu
Concur. Was there anything significantly different in version 71, compared with the later versions (minus recollections/tributes, of course)?
On a separate matter, I think the "Hdot" person will become a flying visitor.
In regard to the above comments, since I was the original person to criticize you immediately above, I have been asked to inform you that WardCunningham's officially designated wiki stewards have now put you under a "SoftBan", which basically means that you are officially (via the authority Ward delegated to the stewards) required to stop posting altogether to c2 wiki for a period of not less than 6 weeks (in round numbers, that would be no sooner than January 15, 2006).
The point of this is not so much to punish you, as it is to try to find a way to force you to think about your attitudes and actions. During the period of the SoftBan, the idea is that you could use that time to reflect on ways in which you have acted and spoken inappropriately from the point of view of the community. It is a "time out". Stop and think, deeply; use this period of time to reflect and grow.
If you choose to ignore this requested, and un-enforced SoftBan ("unenforced" is why it's called "soft"), then you may become subject to a "HardBan", where stewards may cut off access to c2 wiki from any and all IP addresses that you appear to use.
You may be subject to a HardBan even after 2006-Jan-15 if you continue to exercise any poor judgement which wiki Stewards view as antisocial.
None of this is currently intended to say that you are permanently persona non grata; the intention is to tell you that you have been ignoring feedback that is essential for you to react to rather than ignore, and that you are now officially on notice that you may not continue to ignore such feedback, while continuing to participate. You may accept feedback, and change your ways, and continue to be a participant here, or you may ignore feedback, not change your ways, and then be excluded from participation here, first by soft measures, and eventually by increasingly hard measures, if necessary - it's up to you.
On a personal note, as I said recently on TheAdjunct, I would like to like you, but you have made that increasingly difficult recently, and it's up to you from here on out.
You are not currently banned in any sense from TheAdjunct, as far as I know, so that is, at least for now, an outlet for your voice. You have already received feedback there, as well, that appropriate behavior is demanded.
I do not think DougMerritt has the authority ever had the authority to suggest any type of ban on anybody. However I did not (and do not) want to start an argument and I was busy (and still busy), so I left things as they were. Doug if you are ever a steward here, I will consider requesting Ward to remove you from that list, subjected to your future behavior at this site. Notice served 16Jan 2006 -- DavidLiu
New Year resolution for IT relevance end 2004 version
Rescued from a MindWipe, name changed
Nice post XXX. For many years, I have wrestled with what I call this imbalance between my spiritual/nature side and my computer side. I have spent years out in nature with my Native American Medicine Men teachers and then I return to work and I wonder what the hell I am doing here. I tend to go in cycles. I will spend months obsessed with the spiritual side and do no computer activites after work and then swing the other way and obsessively devour books and play with Linux until 6 in the morning. I have been unable to find a balance between the two. But also, I find, as you did, in the scheme of things, this computer stuff is relatively unimportant. There is so much out there and so much to do.
With Luck, I will refactor YagniPrinciple to YagPi. P as in Program. If I succeed, I will tell people ArchitectsDontCode, and it is not one of my ManagementRoles.
You can blame me for the following... at least
pages for later review
This is being overused as a DramaticIdentity and the edits being made don't usually even reflect why it's being used.
It is not overused because I am the only one using it, it is better than an IP number (mine changes and also shared with another person), it shows my affiliation (bondage) with a software platform. My previous experience of using real name all the time has not always been memorable, to put it mildly
Hmm. RealNamesPlease. How can anybody be sure that only one person is using this DramaticIdentity? For me, it's obvious if somebody else claims to be MartySchrader and makes a change in my name. Of course, I would have to then hunt them down, kill them, and eat them. Well, maybe not eat them; my diet contains enough red meat already.
[I thought long pig was the other white meat?]
People are missing the point: "MicrosoftSlave" is being used as a pseudonym, not a DramaticIdentity. [For the record, this wiki prefers that people use RealNamesOnlyOrAnonymous, please.] -- AnonymousDonor
MicrosoftSlave in the News
Discussion re: Use of VIP signatures
I got confused by a new page BrufPredictsFailure.
The page is one strand of a thread on the XpMailingList, like the page says at the top. Click here to experience the real thing: news://news.gmane.org/gmane.comp.programming.extreme-programming
With due respect to PhlIp, I think it is misleading to write as though KentBeck has joined in on a discussion on this wiki. The act diminishes credibility of this wiki. I like to hear PhlIp and MarkIrons? have to say on this. Please BearWithMe? for using your "home" to invite other guests over for a while -- dl
I, the evil [and famous] PhlIp, have posted many meritorious threads on this Wiki. WikiIsNotaReligion, guys...
I would like to see "well-known" people from different companies who have opposing views explain their position here. Would it not be lovely to see MicrosoftCorporation views contested by a senior architect from Sun, and then see the discussion being joined by another person from IbmCorporation? -- dl
You must be kidding. Such people cannot (and certainly should not) say anything that hasn't been vetted by Public Relations. When you actually represent your company, you have to be extremely careful what you say - it can cause your stock to drop, it can cause lawsuits, etc.
So now Phlip is implicitly including me as part of a group that he accuses of thinking that Wiki is a religion, whatever he thinks that means, but I don't think I like his tone, so how about if we move this crud off my page now that you've gotten an answer from him. -- dm
Jon Stewart recently made a quip about Coke and Pepsi debating "beverage truth".
Nice turn of phrase.
I do not agree that most newcomers use RecentChanges. I think most are like me, jump from the entry point page (from another website/newsgroup, etc) and jump to C2 links within a page. And like me, most new comers probably wanted to use FindPage or GoogleSearch to see whether other material of interest to them exists at C2 in sufficient quantity. I would like to discuss with JonathanTang who has a different view, but he is busy and has been affected by "edit code word".
If I go to a new wiki site now, I use RecentChanges first, not for finding out what pages I should read, but to get an estimate whether there is a site with lots of ACTIVE participants.
<<< I am on site but not responding to query / questions for a few days. LetHotPagesCool >>>
Dialog with DaveVoorhis
David, I'm curious as to why you cut out Costin's comments. His comments were apt, appropriate, and probably reflective of the thinking of a number of us who have been reading WebServicesSecurity, SoaIsNightSky, BoilTheOcean, and similar pages. Therefore, I shall weigh in with a similar comment: What is it that you are trying to convey? What are you trying to accomplish?
As someone who is going to start teaching an undergrad course on DistributedComputing and WebServices early next year, I've been boning up on the subject area. What I've read both on-line and in various books on the subject is generally very clear and understandable. WebServices and ServiceOrientedArchitecture essentially involve straightforward architectural designs and technological approaches, without any need to overcome conceptual, mathematical, or theoretical hurdles. Descriptions of these should be straightforward; indeed, I would hope that pages here would further clarify these already readily-understandable subjects. Unfortunately, though I don't wish to be unkind, and even though your pages have been improving, they are still strangely - for lack of a better word - surreal.
Your lack of clarity does a certain disservice to these topic areas, as they should be easier to understand, even for non-programmers, than more difficult topics such as, for example, TailCallOptimization, which I picked at random. As it turns out, TailCallOptimization is much easier to understand than ServiceOrientedArchitecture, and that just shouldn't be the case. -- DaveVoorhis
I do not understand. What is so complicated with TailCallOptimization, compared to ServiceOrientedArchitecture? Would you like to start WhatIsSoa page, since you say you are an academic, know ServiceOrientedArchitecture and interested in FixYourWiki? And where were you when the SOA page was smaller, see InternetArchive Apr04 version? -- dl
I have provided some response but be forewarned I get TiredOfDebating quickly. That does not mean I do not think discussions are not needed. There needs to be a time, a place and a pace. No public brawls -- dl added after CC and DV added information. Everyone who is interested in this "dialogue" see visit http:quickDiff?GeoffBrownWikiExperiences
Second, I have created a WhatIsSoa page. I have looked at the WhatIsSoa page and it is quite good. Mind you it does not adequately reflect other equally important views of Soa, including but not limited to BusinessValue considerations. For example it may be equally valid to start with an opening statement like "SOA (long name) is an architectural style meant for the implementation of computing services on demand by business, in a more cost effective manner as demanded by a cost conscious operating environment. This is to be achieved by .....". Second comment on SOA is that it may worth your efforts to go retrieve the first internet archive of the main page. I don't think I was the one who started it, but anyway at that moment in history there were also "unknown contributions" by other parties which I feel oblige to include (where possible) in a rewrite.
On MessageLevelSecurity, a SOA page
With due respect I do not think any one person here can do SOA type pages justice, not even DonBox of SoapProtocol fame. This is because SOA has taken on a life of its own, and there are multiple viewpoints that have different degree of validity.
Furthermore, you put yourself in an irredeemable troll mode when you suggest that I should go to sleep! It is you, rather, who should WalkThePlank?. I'm not one to pamper people with delicate speech, but while I was willing to give you the benefit of the doubt by allowing you some unconscious and unwilful incompetence, lately you are more and more in wilful troll mode, so it would not be a great loss to this wiki if you just walked away. I have no desire to waste my time conversing with you in back-room and backwards channels, if you cannot even get the point of having a frank conversation in the public space that you find so convenient to pollute, it's better that you should leave this wiki. -- CostinCozianu
Material parked here for now.
A passing note: And some have the gall to wonder why participation rates are way down on this wiki lately? Leave the Slaving Micro dude alone and do something constructive for a change, for heaven's sake!
That's one very smart idea, right there. The analogy in real life would be that if you see somebody throwin garabage in the park or writing his name on the benches, you leave him alone and do something "constructive". What the heck, even if RA would come back we should leave him alone and do something constructive for a change. What did you change lately, by the way?
I do not have a TopMind, but I find necessary to use this pseudonym often, due to WikiTrolling. It is better than using an IpUsername. You can refer to me as David should we engage in sharing of opinions. And maybe I'll use "mS" as initials since MS is the shortform for a more famous person here.
There should not be a term called Process Capability, but..
I have been searching for a proper WikiName for a topic on PeopleManagement for quite a while now, this one I am using at the moment seem to be the best I can find. Still I am appalled that when I search for "process capability" on Google a large number of returns came back.
When you have highly motivated teams and people skills are aligned to their roles, then great results are achieved even with poor processes. Capabilities lie within the people and the teams, otherwise all companies who pay for an expensive EnterpriseResourcePlanning package will get instant boost in their capabilities.
In BPM, the project sponsors, managers and analysts are not focussed on HumanResources, and therefore large BusinessProcessReengineering projects fail. the processes are provably correct / optimal, but the people being asked to man the processes come short of expectations.
In reading TheToyotaWay, I have noted a few places where the methods of the ToyotaProductionSystem can be construed as MicroManagement, and there were notes about huge ChangeResistance in western cultures.
If a key champion decides to execute the ChangeYourOrganization strategy in mid program, then the size of the project failure is linked to the size of the project.
Topics of concern to CapabilitiesManagement
At an individual level, it is HumanPerformanceImprovement? (HPI)
The author, PeterSenge has taken a SystemsThinking approach to describing the capabilities of a LearningOrganization. The disciplines are Personal Mastery, Mental Models, Shared Vision, Team learning, SystemsThinking.
Representation of PeterSenge views on learning and capabilities is located atComplexityManagement failures
From 1997 Strategy and Complexity seminar at London School of Economics, ( http://www.psych.lse.ac.uk/complexity/Seminars/1997/report97nov.htm )
People CMM article at http://www.sei.cmu.edu/cmm-p/
circa 2000 Nature and Dynamics of Organizational Capabilities (ISBN 0198296800 )
Sample survey (attraction/retention/value) using AppreciativeInquiry? technique http://appreciativeinquiry.case.edu/practice/organizationDetail.cfm?coid=1220§or=20
There exist a huge PeopleCapabilityMaturityModel, or PeopleCMM, developed in 2001 and can be downloaded at http://www.sei.cmu.edu/pub/documents/01.reports/pdf/01mm001.pdf
Strategic Capabilities at http://www.providersedge.com/docs/km_articles/Shaping_HR_Mgmt_Within_KDriven_Enterprise.pdf
Exploit intangible assets to create value http://www.juergendaum.com/news/07_06_2001.htm
LeaderShip ChangeManagement attitude - Empathize and not Sympathize http://blogs.cio.com/the-primordial-factors-in-change-management#comment-1435
Moved from ComplexEventProcessing:
ComplexEventProcessing involves obtaining a human understanding of the multitude of low-level events produced by computers and information systems
From a product perspective, ComplexEventProcessing (CEP) is a category of infrastructure software complementary to financial trading systems, market data systems, and BusinessProcessManagement (BPM). The term "CEP", in its usage suggested here, was arguably coined in 2002 by StanfordUniversity professor DavidLuckham? in combination with mainstream industry analysts (Gartner, Forrester), and has been also used by several vendors in the space (APTSoft, NEON Systems, TIBCO, etc.). As of 2005, it has become a more mainstream term and is considered to be an important component of any advanced BusinessActivityMonitoring (BAM) solution.
CEP - an IT response to ComplexityManagement requirements
ViableSystemsModeling? can be seen as a BusinessModel to articulate the forces that shape an organization, see for example, a paper at http://www.syncho.com/pages/pdf/Introduction%20to%20Viable%20System%20Model%20RETG.pdf
IT has a solution to every problem. One view is that ComplexEventProcessing is responding to the need to handle issues in the ComplexityManagement domain, e.g. getting information to manage a crisis, there is no time to build an application to provide relevant information.
2004 Why Our Computers Act Irrationally at http://www.ftponline.com/javapro/2004_06/magazine/columns/objectenterprise/
Old discussions - to be removed
Moved from PortalSoftware:
PortalSoftware classification and characterization
Following taxonomy taken from a 2002 paper done by Giga and available at Microsoft at http://download.microsoft.com/download/4/7/3/473B072C-5D69-4B7C-B0FD-2607813413C3/Evaluation_Criteria_for_Enterprise_Portals.pdf
(Becoming) The most expensive newsletter
In a 2004 article at http://www.computerworld.com.au/pp.php?id=1791697278&eid=-180, a Meta Group commentator said many PortalSoftware implementations have become glorified intranets, due to various reasons including :
Sourced from the 2002 article at DMreview http://dmreview.com/article_sub.cfm?articleId=5676 link, knowledge workers were not using the portal due to usability and "integrity of contents".
Here are my take from the details of the problem described.
Search and Adopt
Some people are saying the ability (or lack of) to do search well will make or break PortalSoftware. To that extent, at http://www.itwire.com.au/content/view/4980/107/ a headline grabbing article talk about the battle between Microsoft and Google.
Afterall, the desktop is the ultimate PortalSoftware.
Tower of Babel
Earlier this year I read there is renewed interest in organizations to using PortalSoftware to deliver information. However the big players like SapCorporation, MicrosoftCorporation etc are also viewing these products as gateways to increase use of their IT products. It will be confusing. See "Portal Proliferation " at http://www.cio.com.au/index.php/id;1003039612;fp;4;fpid;4 , titled "Portals At the Crossroads".
"Service Oriented Applications"
While seeking information related to solutions for information and records management, I came across this note at http://webservices.sys-con.com/read/250507.htm , article titled "Managing SOX in the Age of SOA"
It appear to me the structure provided by a PortalSoftware is exactly the kind of thing that knowledge workers want to avoid. The knowledge workers spend a lot of time interfacing with information in application systems, emails, ERPs that they are comfortable with. Using a "technology push" mechanism to impose new rules is very hard to achieve. I once had a discussion with an user area who needed something quickly, the portal was not adopted due to concern over the learning curve involved. The "rudimentary authoring" limitation in the article below was suggested as a reason intranets will not go away.
Taking a business-centric approach to portals at http://www.steptwo.com.au/papers/kmc_businessportals/index.html examine the pros and cons with a 2006 perspective
Moved from ComplexityManagement:
BusinessProcessManagement (BPM) dimension
There can be AccidentalComplexity that are process oriented. An example can be the need to integrate processes of two firms that have recently merged. Integration can involve re-negotiation with staff, unions and even suppliers and customers.
The objective of BPM is to reduce complexity, without shifting costs and concerns (e.g. risk) to other parts of the organization unnecessarily.
An analyst with SystemsThinking capabilities can note the interactions between related components in a system, and see these as either the source of a problem, or an opportunity to help solving problems.
ViableSystemsModeling? (VSM) techniques pioneered by Stafford Beer, seen used at cooperatives (see e.g. http://open.coop/tiki-print.php?page=Viable%20Systems%20Model), is an example of the application of SystemThinking? to ComplexityManagement
VSM is actually classified within the genre of GeneralSystemsTheory? (GST), a paper on the exploration of this loosely connected set of concepts can be seen at http://journals.isss.org/index.php/proceedings50th/article/view/377/144
A wiki dedicated to Cybernetics is at http://cybernetics.wikispaces.com/, and they have a description of GST at http://cybernetics.wikispaces.com/General+Systems+Theory
Applications of GST research in real life include but not limited to Public Policy making.
Moved from StuCharlton:
I have added a section linking CEP and ComplexityManagement, a new page I started. When you have time, kindly take a quick look and see anything contrary to your perspectives.
Moved from RaceToTheBottom?:
Lets see a nonwiki description of this phenomena, at http://www.wisegeek.com/what-is-a-race-to-the-bottom.htm
Moved from CompetitiveStrategy?:
Originally written in 1979, Michael Porters book helped companies to use BusinessModeling to develop business strategies, through the use of the "Five Forces" competitive framework laid out within.
See WikiPedia entry at http://en.wikipedia.org/wiki/Porter_5_forces_analysis for an introductory guide on the subject.
In a new introduction written in 1998, the author suggested his book "provided tools for capturing the richness and heterogeneity of industries and companies while providing a disciplined structure for examining them."
Although new technologies, e.g. arrival of internet age, came and environments change (e.g. increased globalization), the author maintained his viewspoints remain relevant.
Strategy is about making tough choices
A strategic position is a path, not a fixed location
The author also suggested that his framework is "dynamic", by disclosing most significant "dimensions of change".
Staying flexible destroys competitive advantage
He suggests jumping from strategy to strategy makes it impossible for companies to be good at implementing any strategy. He does recognize the need to continually incorporate new ideas to maintain operational effectiveness.
Operational Effectiveness is not strategy
sourced from 1996 HBR "What is a Strategy"
The various management tools dramatically improve effectivenss but are not strategy because these cannot be sustained.
What is a strategy summary is available at http://www.maaw.info/ArticleSummaries/ArtSumPorter96.htm
Strategy hasn't changed, but change has
SouthWest? airlines said to be continuous in its strategy of 30 years ago, serving price-minded travellers, but do so in a different way. There is a "need to balance the internal juxtaposition of change and continuity."
In a ?1999 preface, many years following the original "CompetitiveStrategy?" book, Porter acknowledged rise of a phenomena called CoOpetition? where competitors in the same market space work together to enlarge the market for the benefit of both. Without this SystemsThinking we will see a RaceToTheBottom? between the strongest players in a market segment, affecting the financial health of all involved.
On Japan but not specifically TheToyotaWay
M Porter has a 2001 book called "Can Japan Compete?" (ISBN : 0465059899) where he said the Japanese companies were engaged in a "competitieve convergence" through imitation of each other. A two part interview regarding this book can be seen at http://hbswk.hbs.edu/item/1894.html
Moved from StrategyExecution?:
From a 1997 description from the successful Southwestern Airlines CEO, at http://pfdf.org/leaderbooks/L2L/spring97/kelleher.html
"(Corporate) Culture Defines Personality" and "Personality Is Strategy"
no good material yet
To MichaelSparks who dismissed this page four weeks ago
I have not seen people seconded your delete, I have restored it because
Moved from CulturalChange:
The Key to Cultural Transformation at http://pfdf.org/leaderbooks/L2L/spring99/fh.html talked about EmPowerment, has some similarities to the SouthWestAirlines? CEO articulation of successful StrategyExecution?
Moved from BusinessImpedanceMismatch?:
BusinessImpedanceMismatch? happened here, and will recur at my next workplace.
BusinessImpedanceMismatch? starts with the mismatch between StrategicManagement initiatives and BusinessProcessManagement projects. The gulf between expectations and realities grew bigger when BusinessProcessManagement projects get implemented via SystemIntegration tasks.
Aligning actions and values by Jim Collins at http://pfdf.org/leaderbooks/L2L/summer96/collins.html
Moved from LeaderShip:
Drucker foundation Leader to Leader guide at http://pfdf.org/leaderbooks/foundation/L2L-guide.html
Moved from ProcessFocusedOrganization?:
A book on realizing BusinessProcessManagement published in 2004.
Sample chapter on CorporatePerformanceManagement can be downloaded at http://qualitypress.asq.org/chapters/H1207.pdf#search=%22%22process%20focused%20organization%22%20gardner%22
Moved from ChangeYourOrganizationTactics:
Moved from InspiringLeadership?:
Originally created for the FormulaForSuccess page, this has a wider scope then originally intended.
Borrowed words from others
"Be the Change You want to See in Your World"
Examples and how so
See an example on deeds related to NineOneOne at http://www.bsignificant.com/2005/08.shtml
??Looking for more examples
? JeffGrigg for being around and working for the betterment of wiki for a long time, but not heard much, or seen to have lost control publicly? Haven't seen him getting entangled in any edit wars, maybe he does not use RecentChanges
Books on InspiringLeadership?
Warning: The page is getting worse at this moment, hopefully it will get better
What I want out of this
A page to come to revisit from time to time
A page to rediscover that leadership aspirations, and possibilities, exist within most of us
So while I am interested in leadership that is universally acclaimed, I get more thrilled by examples shown by the unknown individuals whose names will be forgotten but actions linger in a positive way.
Hopefully the leadership examples can be followed by others.
Moved from ChangeManagement:
Large group Change Management case http://www.new-paradigm.co.uk/Large-groups.htm
Moved from BusinessProcessManagement:
BusinessProcessManagement, BPM for short, is concerned with the integration of work processes that have evolved separately to serve functional needs in the enterprise. At times the lesser used term BusinessProcessIntegration (BPI) is employed to stress the importance of "integration".
This approach focus on needs of the company to constantly evolve its processes to respond to changes in the business environment (regulatory and legislative requirements, competitive forces, partnering opportunities, etc). See http://www.bcs.org/BCS/Products/Publications/Books/BySeries/Other/BusinessProcessManagement/ for a new book from British Computing Society.
Another related term is BusinessProcessImprovement. A classic (1991) book on this is ISBN 0070267685 .
BusinessProcessManagement is not really new, according to http://bpm-today.newsfactor.com/story.xhtml?story_id=24304. It cited EnterpriseResourcePlanning as an example of software that already incorporated process management, before the term has been adopted widely. And in business the concept of SupplyChainManagement has been around for a while.
BusinessProcessReengineering can be one approach used to addressing the needs of BusinessProcessManagement. In these instances, the project scope will invariably be crossing existing organization boundaries. OTOH, some felt BusinessProcessReengineering is not BusinessProcessManagement, see http://www.darwinmag.com/read/030103/wavehistory.html.
The authors of ComponentBasedBusiness provide a conceptual framework to building an organization that is inherently agile.
One vendor consortium is BPMI, which has produced several specifications. See http://www.bpmi.org/specifications.esp
The Strategy dimension
Need to link to StrategicPlanning for larger projects
Nick Carr, author of DoesItMatter, said in his May03 article at http://www.dataframeworks.com/pdfs/R0305B.pdf titled "IT Doesn't Matter", that former Strategic investments could and would turn to becoming a strategic liability. He suggested American Hospital Supply innovative use of IT in the 70's locked out competitors, but that system was viewed as a "millstone around their necks" by senior management in the 90's.
It is therefore within the mandate of BusinessProcessManagement to examine whether process improvement efforts will create a longterm liability that may exceed the benefits that can be realized within the planning horizon.
SystemsThinking - a "core" competency
Peter Fingar said "General System Thinking" is a required DomainKnowledge for BPM practioners, because BPM is about the business of managing complexity. See Sep05 article in BPTrends
He said this as a description of SystemsThinking
BPM related programs and initiatives
SixSigma - not business focussed
A few years ago, SixSigma was leading the ChangeManagement drives in many organizations. People were getting certified by consulting firms, statistics were collected and interpreted, and a few good things emerged.
An article called BPM 101, at http://www.buzzle.com/editorials/3-24-2006-91846.asp , written by the president of SixSigma in 2006, have all these engineering based terms like "benchmarking", "diagnosing", "base-lining", "measure", "data-driven" etc embedded throughout his thesis.
Lombardisoftware has a survival guide at http://www.lombardisoftware.com/library/BPM_SurvivalGuide.pdf.
Tibco sponsored paper on BPM user guide at http://www.tibco.com/resources/mk/tibco_white_paper-bpm.pdf
A 2003 book called "The Third Wave", co-authored by the BPMI co-chair Howard Smith, can be viewed at http://www.fairdene.com/. The viewpoints expressed elicited a large body of comments on the subject, implementation and impact of BusinessProcessManagement.
For people interested in the history of BusinessProcessManagement, see a multipart blog in 2006 at http://www.ebizq.net/blogs/column2/archives/2006/06/a_short_history_7.php.
Two of the larger websites dedicated to BusinessProcessManagement concerns are:
Moved from DoesItMatter:
The late PeterDrucker said in "The Next Information Revolution" article
Moved from TheFifthDiscipline:
ISBN 0-385-51725-4 While Senge's book frames the issue and primes management for a pattern-based view of the world, it's my personal opinion that his approach to finding these patterns is a bit haphazard, and I certainly feel his diagraming style could use some help. I'd really like to see some convergence between the tech-centric and business-centric worlds (isn't this one of the things we are supposed to get from ObjectTechnology?) and a well defined method of documenting patterns across the two might be a nice starting place.
It has a new section called "Reflections from Practice" which from browsing, appear to have a Societal dimension (a worldview in the real sense) to it. This seem to match up with a new Appendix on "U Process". A reference to "U process" can be seen at http://www.generonconsulting.com/publications/papers/pdfs/u-Process_Social_Technology.pdf
Moved from GettingToYes:
Later chapters talk about some additional techniques, most notably BestAlternativeToNegotiatedAgreement, or BATN.
The Harvard Negotiation Project originated technique advocated in the book is also known as "Interest based negotiation".
Moved from WikiMindWipeRealityCheck:
Moved from PrisonersDilemma:
There is a modified PrisonersDilemma game described in a 2005 paper at http://www.lse.ac.uk/collections/methodologyInstitute/pdf/SKanazawa/RS2005.pdf worth reading. Its title is "Separating Trust from Cooperation in a Dynamic Relationship".
Moved from CultureIsTheManifestationOfLeadership:
PeterSenge, in a 1996 article titled "The Ecology of Leadership", observed:
DavidLiu page last change before this one, around Oct06, reverted this round
DavidLiu is seeking new opportunities, after leaving his "secure job" of the past decade, and will be too busy to engage this community for now. If you want to contact me, please leave a message at my MeatBall home page and I will try to watch that from time to time -- dl 29Jun07 --SelimErol?