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Phase: Stop Self Harm

Principle: Use Appropriate Methods

Practice: Use Appropriate Purchasing Methods

Use Appropriate Purchasing Methods

Development

Motivation

In business, the industrialized domain encourages coherence, coordination, efficiency, and stability. Yet, the discovery of new capabilities in the uncharted domain requires experimentation. Any structure, a company, or a team, needs to manage both of these polar opposites. Components are also evolving between these extremes. These transitional components have a different set of characteristics. They need a third mechanism of management.

Consider these first

Illustrative description

You can buy capabilities from each evolutionary stage. You should ensure you use an appropriate purchasing method.

Detailed description

An appropriate purchasing method relates to the certainty of a component.

The image displays a two-dimensional graph with the vertical axis labeled 'Ubiquity' and the horizontal axis labeled 'Certainty'. There are four primary areas denoted in the graph: 'Genesis', 'Custom Built', 'Product', and 'Commodity'. Each of these areas is associated with a different level of ubiquity and certainty.'Genesis' is positioned at the low end of both ubiquity and certainty, indicating a novel or emerging technology or concept with high uncertainty and low adoption. As we move to the right towards 'Custom Built', there is an increase in certainty but still limited ubiquity, suggesting a tailored solution that is more understood but not widely adopted. Further to the right, 'Product' represents a higher level of both ubiquity and certainty, likely a mass-produced and well-understood offering. Lastly, 'Commodity' shows the highest levels of certainty and ubiquity, implying a widely available and standardized offering with little differentiation.Additionally, the graph includes two curves. The solid curve likely represents the transition of a technology or concept from 'Genesis' through to 'Commodity'. The dotted curve could indicate the diminishing demand for customization as products become more ubiquitous and standardized. The shaded areas and overlapping squares might represent transitions or overlaps between different stages, indicating that the boundaries are not strict and there can be fluid movement between these stages. The areas might also suggest competition intensity, with 'Supply competition' indicated at the bottom left and 'Demand competition' on the top left. This implies that as products and services move from custom to commodity, the nature of competition changes.

In Genesis, there is no certainty. Outcomes are unknown. It does not make sense to provide a detailed specification of the need. Instead, spend on time and materials like venture capitalists do. Outcome based spending becomes more appropriate with improved certainty of custom builds. Per product pricing and fixed cost become more appropriate for products and rental. And in the industrialized components, unit and utility billing becomes appropriate.

The image is a grayscale conceptual framework showing different methodologies and their strengths across a value chain mapped onto a spectrum of evolution from 'Genesis' to 'Commodity (+ utility)'. Methods like 'AGILE / IN-HOUSE' and 'SIX SIGMA / OUTSOURCE' are indicated at opposite ends of the spectrum, with 'AGILE / IN-HOUSE' starting strong in the 'Uncharted' stage and weakening towards the 'Industrialized' stage, and 'SIX SIGMA / OUTSOURCE' doing the opposite. The middle ground is occupied by 'LEAN', 'Time and Material', 'Outcome based', 'COTS / Fixed', and 'Unit / Utility based', each moving from strong to weak or vice versa as they approach 'Industrialized'. This represents a transition from custom, innovative approaches to more standardized, commoditized practices. The framework is intended to guide the selection of appropriate methodologies depending on the stage of evolution and visibility within the value chain.

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Adapted from writings by Simon Wardley under CC BY-SA 4.0