Library – Links and Downloads
This page will change as new downloads and links become available. Included here are articles, interviews, reviews and other documents that are meant to serve as a resource for those interested in learning more about the concepts, principles, tools, applications and learnings of Sense and Respond and its implementations.
SENSE & RESPOND
The book Adaptive Enterprise:Creating and Leading Sense-and-Respond Organizations is the primary reference for sense and respond. On its Amazon.com page , you can browse the table of contents, index, and an extensive excerpt from Chapter 1. Individual chapters are available on line from Harvard Business School Press. The Introduction in full is available at this link.
This download is a review of the book by Paul Gaddis that appeared in Long Range Planning.
The Post-industrial Manager
This article appeared in the Fall 2010 Issue of Marketing Management. It is reproduced here with permission of the American Marketing Association, and includes embedded links to a Vignette describing a Sense & Respond implementation at XEROX, and a Sidebar summarizing the principles of organizational system design.
Making Meaning Out of Apparent Noise
This download is reprinted from Long Range Planning Vol 37, Stephan H. Haeckel, “Making Meaning out of Apparent Noise: The Need for a New Managerial Framework,” Pages 181-9. Copyright 2004, with permission from Elsevier. This issue of Long Range Planning is dedicated to articles based on presentations given at a Wharton School of Business conference on Peripheral Vision.
The Development and Application of Organizational Knowledge
An appreciation of the important distinctions between data, information, intelligence, knowledge and wisdom — and what is necessary to manage the transitions up this hierarchy is the subject of this White Paper.
“From Agile to Adaptive” is the title of Chapter 9 in the book The Agile Enterprise : Reinventing Your Organization for Success in an On-Demand World, edited by Nirmal Pal and Daniel C. Pantaleo, Springer, 2005. In addition to making a very useful distinction between “agile” and “adaptive,” this is an excellent description of how Xerox used Sense and Respond principles to transform a Customer Satisfaction Process into a Customer Satisfaction Assurance System. It illustrates the benefits that can be realized by investing in the S&R Core Competences of: 1) Knowing Earlier; 2) Designing an organization as an Adaptive System of Roles and Accountabilities; 3) Dispatching Capabilities from the Customer Back; and 4) implementing a Commitment Management System. This download is provided with the permission of Springer Science + Business Media. Certain passages are highlighted in yellow.
This article describing the continued success of SENTINEL appeared on the Xerox internal Web site in August, 2011. Republished here with permission.
S&R Whiteboard -Page 1
This is the first page of two PDF downloads for a Whiteboard that was published in July, 2003 by CIO Insight. It is an introductory roadmap to the design and implementation phases of a Sense and Respond transformation. Reproduced here by permission of CIO Insight, a division of Ziff Davis, all rights reserved.
A more detailed roadmap to Sense and Respond implementation is available from this link, but it contains terminology and concepts that will be familiar only to those who have attended Sense and Respond classes or workshops.
S&R Whiteboard-Page 2
The second of two pages.
Designing a Business from the Customer Back
Chapter 39 in Does Marketing Need Reform? describes a post-industrial managerial competence: designing a business from the customer back. Such a design is an architecture for creating value, and is simultaneously a strategy, and a business model.
For permission to use this material, please contact M.E. Sharpe, Inc. (www.mesharpe.com) by fax at 914.273.2106. Copyright © 2006 by M.E. Sharpe, Inc. From Does Marketing Need Reform? Fresh Perspectives on the Future, ed. Jagdish N. Sheth and Rajendra S. Sisodia (Armonk, NY: M.E. Sharpe, 2006): 317-323. All Rights Reserved. Not for Reproduction.
Commitment Management Whitepaper
This download first appeared in 1996 as an ABI Whitepaper. It is an elaboration of the treatment given this topic in the book Adaptive Enterprise.
Commitment Management Protocol
Here is a link to David Ing’s summary of the linguistic theory that provides the rigor of S&R’s Commitment Management Protocol. http://coevolving.com/blogs/index.php/archive/conversations-for-action-for-clarification-for-possibilities-for-orientation/
Commitment Management Software -AMS Overview
This download is an overview presentation by Joe Arteaga of his Adaptive Management System, software that supports the implementation of a Sense and Respond enterprise design. It codifies the current version of organizational context; enables individuals to negotiate commitments with one another using the S&R Commitment Management Protocol; and tests each commitment for consistency with the current Governing Principles, thus assuring that organizational-level coherency arises from the quasi-autonomous decisions of individuals occupying roles in the Role and Accountability design.
Applying the S&R Model
This is an article written by Joe Arteaga for Edge, edited by Peter Andrews firstname.lastname@example.org
Westpac Bank Case
This case is about the earliest implementation of a technology expressly developed to support sense and respond behavior at an organizational level. The system, called CS-90 was developed under the leadership of Alan Hohne in the 1980s, and was one of the earliest implementations at a large scale of what later became known as Object Oriented systems software. Among other things, it is a graphic example of an excellent technological implementation whose benefits were never fully realized due to the lack of a managerial model that could exploit its potential.
What is a Plan?
What to do Now That You Can’t Plan Anymore
Short piece on the implications of unpredictability for business planners published in the June, 2002 edition of Management Center Europe Executive Report.
Solicited article published by Forecast Center.com
S&R Logistics – DoD
Navy Captain Linda Lewandowski led the flagship project “Sense and Respond Logistics’ in the Office of Force Transformation (OFT), a part of the Office of the Secretary of Defense. This OFTwas established by Secretary of Defense Donald Rumsfeld in early 2002 to lead the DoD transformation to Network Centric Warfare. VADM (Ret) Arthur Cebrowski was the Director of OFT from its inception to March of 2005. This download is a briefing on S&R Logistics given by Capt. Lewandowski in October of 2003.
Knowledge Management in S&R Organizations
“The Development and Application of Organizational Knowledge.” ABI Whitepaper, 1997. Discussion of: Knowledge Management in adaptive organizations; the Adaptive Loop; “Haeckel’s Hierarchy” of data, information, intelligence, knowledge, wisdom.
Interview – IT Midia 2004
This is an English version of an interview conducted in April, 2004 by Stela Lachtermacher, Editorial Director of IT Midia, a Brazilian management magazine. Excerpts from it were published in Brazilian business newspapers. The interview was associated with three major executive conferences sponsored by IT MIDIA, SA on the topic of Adaptive Enterprise.
This short article was written in response to a question posed by an interviewer in October of 2001. The interviewer was interested in an assessment of the extent to which the US response to the attacks of 9-11 were consistent with S&R principles of adaptability. The last two paragraphs were updated shortly after the appointment of Gov. Tom Ridge as first Secretary of Homeland Security.
Event-directed Architectures — Mani Chandy
CalTech Professor Mani Chandy gave this presentation on “Event-directed Architectures and sense-and-respond” to a Gartner Group conference on December 5, 2005. Chandy provides a lucid and even-handed description of both the benefits and potential pitfalls of these systems. In forwarding the PPT slides (which include his speaker notes), he stated that he always mentions the S&R managerial framework that is the focus of this website, and “the priority of business (as opposed to IT) issues.”
Event-directed Architectures — Web Seminar
This is a PowerPoint version of an iSpheres Web Seminar titled “Managing by Wire: Architecting Sense and Respond Organizations” that was conducted in December, 2003 by Mani Chandy and Steve Haeckel. In it, Chandy shows how iSpheres technology can be applied to enhance and accelerate role-specific Sense-Interpret-Decide-Act cycles (also known as “SIDA loops,” “adaptive loops” or, in the military, “OODA loops.”)
Partnership for a Drug Free America
An early implementation of S&R by the Partnership for a Drug Free America is described in this overview.
Leading On-demand Businesses
Article appearing in the IBM Systems Journal in August, 2003. Why and how executives must become competent business architects.
Interview of S.H. Haeckel
Business Week http://www.businessweek.com/ebiz/9910/1026haeckel.htm
Managing by Wire Links
“Managing by Wire,” article by Haeckel with Richard Nolan in the Sept-Oct 1993 edition of the Harvard Business Review. Managing by wire is the analog of “Flying by Wire” — using technology to improve the speed and quality of individual decision-makers. Supporting role-specific Manage by Wire implementations will become a core competence of IT departments supporting S&R implementations (see related article in CIO Insight on “The Future of IT: Managing by Wire.” http://www.cioinsight.com/article2/0,1397,1458171,00.asp ) This link will get you to the HBR reprint site for Managing by Wire.
The Technologies of History
This is a paper presented in September of 2003 at a symposium on the co-evolution of technology and management innovations throughout history. IBM’s Almaden Research Center was the sponsor and organizer.
Customer Experience Management in Adaptive Enterprises
Because the connection between customer experience management and Sense & Respond may not be immediately obvious, this section of the Library begins with a short summary of the relationship between the two.
Experience management is the ultimate customer-back strategy. Academic researchers identified the total customer experience as the carrier of product and service values as early as 1945. But an experience is a feeling. How can a firm organize itself around the consistent production of something as intangible as that? In fact, the lack of a practical way of managing customer experiences kept them in the limbo of theory for most firms for almost a half century. The exceptions, like Walt Disney’s company, were truly exceptional, and usually ascribed to genius rather than talent in the profession of management.
For non-genius managers, improving their customers’ experiences means either making it a tactical priority for some period of time, or, alternatively, coming to the strategic realization that no company can avoid giving their customers a total, aggregate experience, even though they can avoid managing it. This, and the insight that experiences are the carriers of all other values, means that the customer experience is every firm’s de facto value proposition. And because feelings arise from emotions, it means that both the emotional and logical elements that comprise a customer experience must be systematically architected to produce a coherent and sustainable emotional effect on the customer. And finally, it means that management must see to it that the experience itself is continually adapted to changing individual preferences and circumstances.
Many current efforts to manage the customer experience follow a “bolt-on’ approach. That is, they identify the “touch points” or “moments of truth” in which a customer contact occurs—from a visit to a store or to a web site to the receipt of a bill to an exchange with a customer service representative. They then focus on how to improve the quality of the customer experience at each of these contact points.
Carbone’s approach is very different. It is customer-back, not firm-forward, and starts with research to identify, for a specific firm, the kind of experience that would in fact create a sustainable customer preference. His way of architecting an experience follows the principles of adaptive systems design – starting from a desired customer effect, and decomposing that effect into its constituent experiential components (which he calls clues). The moments of truth are therefore derived from the logic of the architecture, not taken as givens—which means that new ones are added and some are discontinued as the design is created.
Once a strategic decision is made to formalize a specific experience as a firm’s value proposition, the principles and prescriptions of Sense & Respond provide a natural way of organizing an enterprise around it: evoking that experience becomes the enterprise Reason for Being, and the Role and Accountability Design aligns all roles in the enterprise around that purpose.
Seminal Experience Management Article
“Engineering Customer Experiences,” Marketing Management, Winter 1994, is the original publication introducing Carbone’s principles of customer experience management–and probably the first publication anywhere on experience as a managerial discipline.
How to Lead the Customer Experience
Article by Stephan H. Haeckel, Lewis P. Carbone, and Leonard L. Berry in Marketing Management Magazine, Jan-Feb, 2003.
The Value of Experiences
S. H. Haeckel, Unpublished draft, March 2002.
The Service Experience
“Service Clues and Customer Assessment of the Service Experience,” Berry, L., Wall, E., and Carbone, L. (2006)Academy of Management Perspectives, Vol 20(2).
There are more than a few managers and authors for whom a good customer experience is synonymous with good customer service. But good services – like good products—are only part of the story. This article is an excellent elaboration of Carbone’s typology of clues, using examples drawn from Len Berry’s extensive experience and expertise in service to show how Customer Experience Management can significantly increase the value delivered by service providers.
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