Dialogic Design for the Intelligent Enterprise

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]

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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

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

Dialogic Design for the Intelligent Enterprise

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