Classes consist of ...
audio-visual lecture segments explaining and demonstrating each step of the modeling process
working models for you to adapt and use
software-based worksheets to use as the basis for modeling your own case
The list below is gives the topics covered in each class. (Class segments are typically shorter and more detailed than in the Strategy Dynamics course).
Class 1: Performance Through Time
The start-point for any good dynamic model is a clear specification of the changing performance item(s) to be addressed, and of their scale and timing.
1.1 Specify the performance-over-time to model
1.2 Plans and issues for a whole-organisation or a part, and types of objective
1.3 Appropriate time-scales and units
1.4 Simple calculation of performance outcomes
1.5 Explore performance outcomes
Class 2: How Stocks, Decisions and External factors drive performance
Working back from any performance outcome, asking ‘what causes this’ eventually reaches one or more ‘Stock’ items (customers drive sales; staff drive service capacity). This class shows how to trace and formulate these relationships, and how to model the direct performance impact of Decisions and External Factors.
2.1 How Stocks, Decisions and External factors drive performance
2.2 Standard customers-to-sales relationships
2.3 Standard relationships from physical assets and staff to output and service capacity, and to costs
2.4 When the objective IS a Stock
2.5 Non-financial performance … using functions and look-up relationships
2.6 Splitting out segments and groups
Class 3: Resources accumulate
This class shows how to model the relationship between 'Stock' items and the 'Flows' that fill and drain those Stocks (just as cash-flows fill or drain a stock of cash). This mechanism has further implications that we also model in this class.
3.1 How Stocks accumulate, driven by Flows
3.2 Where Flows come from and go to
3.3 Customer-flows and sales
3.4 Stocks' period-end and period-average values
3.5 Adding delays to when Flows happen
3.6 Durables : the owner-base and installed-base
Class 4: Interdependency
How to follow the same procedure used in class 2 to model the drivers of the Flows that fill and drain Stocks. This inevitably captures interdependencies between Stocks and hence gives a rigorous, joined-up understanding of how any organisation functions.
4.1 Current Stocks drive Flow-rates
4.2 Decisions drive Flow-rates
4.3 External factors drive Flow-rates
4.4 Interdependence causes direct feedback
4.5 Modeling the core Strategic Architecture
4.6 Multi-Stock Feedback: 2-sided businesses and intermediaries
4.7 Automating decisions
4.8 Segmentation and sub-models
Class 5: Stock attributes and 'co-flows'
How to model important attributes or ‘qualities’ that Stocks often carry with them - customers’ purchase rates or staff skills, for example.
5.1 Adding attribute Stocks and Flows alongside existing Stock-items, and links to performance
5.2 Adjusting attributes of current Stock items
5.3 How an attribute Stock ‘cheats’ to produce performance outcomes
5.4 Using segmentation to preserve important group-differences
5.5 Modeling how one Stock brings access to others
Class 6: Stock-development, pipelines and aging-chains
How to model Stock pipelines - for capturing the development stages of staff, customers, and products, and the deterioration of capital assets and other items.
6.1 Replicating Stock-Flow structures in a pipeline and linking to performance
6.2 The customer "choice pipeline" and linkage to diffusion models
6.3 Staff pipelines, hiring, promotion and attrition
6.4 Product development pipelines
6.5 Asset-aging pipelines and deteriorating performance
6.6 Tracking attributes alongside Stock pipelines
Class 7: Modeling Competition
Competition is mostly about winning, sustaining and holding on to important
resources, especially customers, but sometimes staff and other assets.
We show 3 universal mechanisms that – alone or in combination – drive
competition over time, and how to pick priorities amongst the many factors
that could be important.
7.1 Modeling type-1 competition - competing to capture new customers and staff
7.2 Modeling the impact of rising potential on type-1 competition
7.3 Modeling type-2 competition - stealing customers or staff from others
7.4 Modeling type-3 competition for sales to non-exclusive customers
7.5 How type-1 and type-2 competition operate together
7.6 Dealing with multiple competitors
7.7 Modeling industry dynamics
Class 8: Policies and Automating Decisions
Modeling can help improve decision-making by making explicit the mechanisms by which policies (decision-rules) drive decisions and outcomes.
8.1 Using performance data and targets to choose decision-values
8.2 Modeling conflicting objectives
8.3 Multiple objectives
Class 9: Modeling intangible factors and their impact
Many intangible factors are Stocks, and obey the same rules. This class shows how to model such intangibles - both the factors that cause them to fill and drain, and their impact on the rest of the system and its performance.
9.1 Modeling state-of-mind intangibles and their impact
9.2 Intangible thresholds
9.3 Information-based intangibles
9.4 Quality-related intangibles
9.5 Sustainability: environment and social impact
Class 10: Capabilities and Processes
How to model capabilities, as the integration of staff skills, information, and processes
10.1 Where capabilities and processes fit in business models
10.2 Modeling how processes enhance system performance
10.3 Integrating skills, information and processes
10.4 Modeling organisational learning