pyramid2dna

pyramid to dna

brainroads-toward-tomorrows mental patterns


Strategic chain—an organ of the economy and economic chain

This page needs to be updated

This page presents a view of the "vertical strategic chain." The horizontal chain is the flow beginning with the products of nature and ending with consumption—economic content and structure. The vertical chain I'm presenting here is the conceptual "flow" from marketing offerings back to initial actions or vice versa—in multiple time and conceptual dimensions. There's "strategic stuff" going on today that can't be found in today's market offerings—some of it may emerge in tomorrow's offerings.

This page presents a "constellation" of ideas—a star here, a star there, then a perception of the whole.


What information do we need? or maybe why do the job? (Information challenges and The X-Economy)


What are we trying to do? What's the strategy? What organizations are effective? How attractive is this to knowledge workers (which ones, who)? Does this configuration have a healthy financial architecture?

About management: what it does; what it is (in terms of social impact)

strategic chain


Strategic components

strategic components


music revolutions

As an example of how things change try plotting the revolutions that have taken place in the area of music—styles and distribution methods. When I was a kid my first exposure was to 78 rpm vinyl records. A history


TLN gap identifying and filling


time spans


why great companies fail
See related concepts


TLN puzzle pieces

Organization histories
Organization evolution stories
Toward new organizations

 

“The greatest danger in times of turbulence is not turbulence; it is to act with yesterday’s logic”. — Peter Drucker


The shift from manual workers who do as they are being told — either by the task or by the boss — to knowledge workers who have to manage themselves ↓ profoundly challenges social structure

Managing Oneself is a REVOLUTION in human affairs.” … “It also requires an almost 180-degree change in the knowledge workers’ thoughts and actions from what most of us—even of the younger generation—still take for granted as the way to think and the way to act.” …

… “Managing Oneself is based on the very opposite realities: Workers are likely to outlive organizations (and therefore, employers can’t be depended on for designing your life), and the knowledge worker has mobility.” ← in a context

 

line

 

These pages are attention directing tools for navigating a world moving toward unimagined futures.

It’s up to you to figure out what to harvest and calendarize
working something out in time (1915, 1940, 1970 … 2040 … the outer limit of your concern)nobody is going to do it for you.

It may be a step forward to actively reject something (rather than just passively ignoring) and then figure out a coping plan for what you’ve rejected.

Your future is between your ears and our future is between our collective ears — it can’t be otherwise. A site exploration starting point

 

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