Adam Zeiner

the first paper is out from our Leverage Points project [...] and lays out a conceptual framework and research agenda, all around the notion of “deep leverage points”

I think of these hierarchical layers as levels of leverage that different people, or teams have with their work.

By mapping the components of individual services (or portfolios of services) against these two axes, perhaps we can explore their relationship to systems change. To what extent are we tweaking around the edges of the existing system, versus changing the behaviour of the system itself — and how ambitious is the effort?

The modern organization is rooted in military history—at the time, the most efficient model for coordinating large groups of people to achieve strategic objectives.

The new ecosystem design will need to start with the customer’s view and deliver on the agreed-upon value proposition and experience. To achieve this, organizations can consider three domains: consumers, sectors and partners, and products and services. Design has a central role to play in each.