Meme in Enterprise Collaboration Cloud ---- The Self Similar Fractals In Business......

Every business large or small contains a morphic field comprised of owners, employees, venders and customers and all their interactions. Creating a Quantum Fractal Energy based on the numerology of the business can amplify the positive intentions of the principals involved. Once the Energy has been created and energetic shift often can be experienced both from members of the company and also the customers. The Fractal Energy is created from taking the "incorporation" of the company and its legal name. Same applies to a nation and its stakeholders also

A logo can thus be created with your Fractal Energy for your Nation or Corporate .

Fractal Business Models and Analytics

Successful Business Model Innovation
You may be tempted to re-think how you view successful business models after reading that the Philips and Samsung business models are idolized while Sony’s business model is shunned because of a perceived high value knowledge innovation strategy.

Sony appears to have subsequently added a high knowledge value strategy to create product differentiation.  In other words Sony competitors must spend as much as Sony on R&D and sell the same product volumes or they won’t be able to compete.  In my view Sony, Philips and Samsung employ a similar business model and there may be a better way.

The Fractal Way
Apple and Cisco compete by aligning energy and value created in their value chains with innovation on-ramps and controlled entry points to encourage and reward partners that add value.  This approach is fractal in that it mimics the way the firms innovate internally and scales externally across entire value chains or value streams.   This is a short explanation of fractals as applied to topography and weather though the simple patterns and perspectives are easily applied to business models and business analytics.

One of the natural limits to business model innovation is the ability to provide value across an entire value stream to buyers, sellers and other market participants.  This imperative is especially acute for companies that mimic the Apple and Cisco business models by competing with their entire value chain as it is a fractal approach.  While there is tremendous upside with the Apple and Cisco business models, there is also significant downside potential unless value can be quickly distributed to all value stream partners.  Innovative creation and speedy distribution of value is a new way of doing business.  We call it the fractal imperative.

Successful innovation requires the ability to measure and respond to markets which perform the critical function of distributing ideas and physical products.  Companies that understand their markets have a tangbile opportunity to employ fractal analytics to identify opportunities faster,  innovate and align their business models accordingly.  Fractal analytics is a way to measure from multiple simultaneous perspectives to help identify opportunities to adjust business models, objectives, products or how customers are served.

Apple Brokers Success
Apple helps partners deliver high quality applications and customers create valuable content while simultaneously providing a vibrant and engaging market space for their creations.

Cisco Defines Standards
Cisco buys Tandberg to own the global video conferencing standard.

Indeed both Apple and Cisco have the ability to broker ideas to the market so fast that they have transformed value chains to parallel value streams and knowledge flows.  While Apple focuses on design because of the nature of its customers, Cisco’s focus is on setting technical standards to achieve ambitious corporate objectives.

Ideas vs Speed-to-Market
Like other forward thinking companies Mitsui, Sony and T-Gaia hold idea competitions to help identify current market needs.  This approach takes more time to manifest value than the Apple and Cisco business models and illustrates the philosophical value given to the generation of unique ideas or intellectual property compared to an emphasis on commercialization speed.  On the other hand speed to market is a relative measure and Mitsui, Sony and T-Gaia only have to be a little faster than their competitors and associated value stream partners.

Mitsui Ventures, the venture investment arm of Mitsui & Co., and T-Gaia Corporation are to hold the 2nd i*deal Competition (i*deal Competition ) with the support and cooperation of Sony Corporation and Mitsui & Co., Ltd. The competition calls on contestants to submit their plans for new business models and services, software applications and mobile technologies to operate under the next-generation, high-speed, mobile communications environment (3.9G-4G). 

Look Both Ways to Succeed
The Apple/Cisco Way, as a combined business model,  is a tremendous exemplar as it bridges idea brokering and accelerates the innovation of technical, design or marketing standards.  Apple’s iPod platform is the industry standard and it acts an on-ramp for new partner ideas and innovation.  Likewise Cisco is a fierce innovator but devotes proportionately more energy to standards to mobilize value stream partners.

Paradoxically the Apple/Cisco Way faces both ways–backwards (standards) and forwards (broker).

Standards face backwards as they wait for partners to innovate according to their direction and assume that the markets and customers will consume products that are created within the standard.  On the other hand brokerage business models take their cues simultaneously from customers and value stream partners.  While it is possible to have a standard based business model or a brokerage based business model without a fractal perspective, the Apple/Cisco Way is fractal as a change in one part of the value stream impacts the entire value stream very quickly.  This occurs whether the impact is related to the delivery of new expertise delivered via training or the almost instant employment of new technical standards across the entire value stream.  As a contrast typically Sony, Samsung and Philips spit out innovative products and lack the ability to mobilize partners or set standards as effectively as Cisco and Apple which currently dominate their markets.

Fractal Innovation
Understanding the impact of measures is critical to going to market successfully and we have employed fractal analytics concepts to support business model innovation and speed up new product introductions for companies engaged in mergers and acquisitions.

Viewing business models through a fractal lens seems unusual initially but provides a clear focus on innovation and alignment opportunities that scale quickly for a positive impact on customers and partners, large or small, across the value stream.  Fractal analytics shifts our attention from solution points to wholistic opportunity perspectives.

Innovation in business models and metrics demands multiple perspectives of business performance.  A fractal perspective combined with flexible analytics helps analysts navigate data and relationships to find and promote combinations of products and customers whether transactions are small or large.  This is the fractal value concept.

Once we identify a successful pattern we look for its ‘fractal’ or where it repeats at larger or smaller scale.  Looking for this repeating pattern permits us to re-define success regardless of scale, market, product or customer.  We achieve maximum leverage of resources by offering similar but slightly different value propositions saving time and money.

The fractal business model is supported by fractal measures.

To understand how the power of fractal patterns are applied in a customers context consider how we employ a ‘mask’ or ‘persona’ to approximate a customer ‘fractal’ to represent a small number of behaviors that we profitably serve.  We call this customer mask a Neuropersona that represents behaviors of a focused set of customers and likewise behaviors of groups of customers or behaviors of parts of an entire market.  Carefully selected behavior sets are fractal and changes in those behaviors allow us to accommodate one customer, groups of customers or or stakeholders or parts of an entire market if we can shift and align our value proposition accordingly.

Fractal business models and analytics applied to business model innovation are next practices and intangibles represent the most significant and quickest fractal value creation opportunity for any company.

We welcome you to explore the fractal imperative with us in the Collaboration Cloud at http://www.buildingbrandyou.in 

 

Improving Collaboration between people and between organizations is no longer optional if you want to survive in today’s hyper connected business world. Speed of change, unpredictability and the increasingly social nature of the marketplace make collaboration instrumental to your company’s ability to differentiate. New ways of collaboration are starting to take place within your company, across value chains and in the individual social domain of your employees. At the same time, new architecture and delivery models are bringing many new collaborative tools within reach of every person in your organization, with or without your knowledge or control.

On the technology side, a volatile mix of acronyms like SOA – Service Oriented Architecture, SaaS – Software as a Service and Web2.0 and beyond is brewing that is drastically changing our view on the role and value of Information Technology. If left to chance there is little hope for success: you need a strategy.

In this section we address the changes and opportunities that come with this new business world that is starting to show all around us. In it we talk about autonomous, bottom up organizations where innovation and collaboration are part of the culture. We discuss Value Chain 2.0 and beyond , where it is about quickly establishing combinations that offer value to the marketplace. It is about crossing boundaries and taking the full benefits from Cloud Computing and anything available As A Service, from platform to complete business solution .

MAPPING OF THE EIGHT DIMENSIONS OF THE COLLABORATION CLOUD WITH THE EIGHT DIMENSIONS OF THE GAME OF LIFE

Eight Dimensions of Collaboration Cloud :

Eight Dimensions of The Game of Life :

1.       people to people 2.       people to goods/service 3.       people to culture 4.       people to opportunities 5.       People to Nature 6.       People to Information 7.       People to Money 8.       People to GovT

1.   Semiotics ( Language ) 2.   Numbers ( Space Placement ) 3.   Cosmogany ( Sacred Geometry ) 4.   Brain and Mind ( Fractal of The Human Computer / Smell / Taste / Texture ) 5.   End of Polarity into Singularity ( Self Organization in self similar loops ) 6.   Time Cycles ( Pentagram of Creative Time ) 7.   Energy ( harmonic vibrations + Specific Gravity the periodic table connection ) 8.   Global Consciousness ( reflectivity and the elemental energy )

This mapping leads to SUSTAINABLE BUSINESS MODELS for synergizing the ENERGY and the STAKEHOLDERS fractal .