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Many of the new concepts in The Strategy Machine were first described
in Larry Downes’s monthly column in The Industry Standard.
To read more, visit The
Standard Archives or select relevant articles from the glossary
of terms below.
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The
Information Revolution
Parallels between the boom-and-bust cycles of information
technology and similar problems during the Industrial Revolution can
help avoid the peaks and valleys.
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Disposable
Computing
As Moore’s
Law continues to cycle, we are on the verge of computing power cheap
enough to include in packaging, able to send and receive data throughout
its lifetime. Whether that’s good news or bad depends on what
time of day you think about it.
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The
Information Supply Chain
The information flow that runs in parallel to the supply
chain, capturing information about transactions and turning them into
new products and services. In the coming age of disposable computing,
the potential to...true source of value.
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The A-to-Z Strategy - Instead
of B-to-C or B-to-C, what would happen if you connected the
supply chain from beginning to end?
Exchanges
for Everything - What’s the real value of marketplaces?
The answer may surprise you.
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Industry
Metamorphosis
The three-stage process by which industries are transformed
from their current supply chain to a new structure dominated by the
Information Supply Chain. All three stages are visible in every industry,
but some go through the process more violently than others.
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The Metamorphosis - The
three stages are defined, as well as the process by which industries
experience them.
Storm
Warnings - Warning
signs for industries most at risk: information, fragmentation
and deregulation.
Napsterized
- The
metamorphosis in professional services; particular risks for lawyers,
doctors, and consultants.
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The
Strategy Machine
A new approach to strategy that merges planning with execution,
based on the tools of portfolio management. Given the accelerating
pace of industry metamorphosis, a single strategy, no matter how often
it is revisited, will be inadequate. Companies that want to sustain
competitive advantage need to merge strategy and operation into an
on-going process. At its heart is a process for renewing and reusing
information from the Information Supply Chain.
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The Perpetual Motion Machine - The
Intellectual Capital Engine and the Value Curve.
Building
a Partnership Portfolio
- How Yahoo! uses partnerships to extend its organization.
Deconstructing
the Web
- Can your technical architecture handle the next wave of devices
and interfaces?
What’s
the Big Idea?
- How do you populate a strategy portfolio?
Jurassic
Business Park
- It’s time to rehabilitate the concept of a business incubator.
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Invisible
Capital
Potential value lost in your company’s data warehouse
and between the lines of the balance sheet. The economics of information
are poorly understood in most businesses, in part because standard
accounting doesn’t know what to do with them. Yet this invisible
capital is the source of new value in the information revolution,
and executives and economists alike must work harder to understand
how it operates.
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The
Sociology of Strategy
It’s not for lack of good ideas that companies
fail to innovate; inertia, in many forms and disguises, is the real
culprit. What are the eight obstacles to execution, and how can they
be transformed into catalysts?
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