Client Centered Management is a breakthrough and a back to basics to provide an adequate environment to grow. It is a management model that was developed to establish the rules for an optimum use of the company’s energy so as to satisfy its internal and external clients. When talking about the external client in the company we necessarily refer to the customer and the shareholder.

CCM is a meta-model to provide result-assurance, client orientation and secure added value to an organization. It is the natural model to expand businesses.

The principles that integrate the CCM meta-model are:

1. Divide the processes into client-supplier units

This division aims at determining which operating units have a clear “output” so as to be suppliers and which have a clear “input” so as to be considered clients.

2. Minimize intermediaries

This principle follows the natural concept of “the larger the number of intermediaries, the bigger the entropy”.

3. Services or products received are paid for

This principle makes the organization become more aware of costs and benefits and enables negotiating goals to obtain measurable and predictable results.

Maximal Strategy:

4. Each client has only one supplier

The principle that each client has only one supplier defines the role of the supplier which drives towards a solution driven approach and not only a task driven approach.

5. First giving, then receiving

It implies that services are paid for once rendered and not during the rendering process or in advance. There can be grounded exceptions to this in the organization.

6. Delivered out of time is considered undelivered

In practice, it ends up in an incentive system for each delivery on time and a punishment system if the dispatch is made out of time.

Minimum Strategy:

7. Every client may change his supplier

The organization’s success is given by its capacity to satisfy the clients’ needs. This obliges the organization to manage the unfulfilled situations a supplier may have.

8. He who needs claims

“He who needs claims” is a principle based on the KANBAN approach which is closely associated with the natural tendency of satisfying one’s own needs.

9. Each supplier counts on his client’s trust

One of the basic principles of any successful large company is having a high reliability level. Reliability and trust are “sine qua non” principles for CCM’s application.

Diego Belohlavek

NOTE: The Unicist Research Institute was the pioneer in complexity science research and became a private global decentralized leading research organization in the field of human adaptive systems. http://www.unicist.org

Economic activities can be synthesized in man’s most ancestral pursuits: hunting and agriculture.

Man began hunting, in that era he was a nomad and that generated a series of individual and social attitudes and behaviors that accorded to that activity. There are company activities that have the same features of the hunt.

The construction, engineering, consultancy and direct sales are only a few examples of the hunt. The criteria of reality, astuteness and opportunity are the basis of the hunting business.

Man became sedentary when he learned to manage agriculture. Agriculture requires a series of preparatory activities, the availability of land to cultivate, fertilizers, etc.

It requires time management that implies, in traditional farming, preparing the earth, sowing, protecting what has been sown, harvesting and then separating the fruit from the rest of the materials that grow.

There are company activities that have the same features of agriculture. Farming, large-scale manufacturing, passive sales and communications, are only a few examples of the farming business. Adaptation to the environment, tenacity and heavy work are the basis of the farming business.

Obviously, there are variations in this classification, which have to do, for example, with whether it is small-game hunting or big-game hunting. Selling encyclopedias on CDs door-to-door is a small-game hunting activity. Extensive farming is not the same as intensive farming. And so we can find the nuances that mark the actions within a company, and categorize it according to its activity.

Diego Belohlavek

NOTE: The Unicist Research Institute was the pioneer in complexity science research and became a private global decentralized leading research organization in the field of human adaptive systems. http://www.unicist.org

Quality assurance is the difference that makes a person, institution, work group, system, work or product reliable or not.

Without quality assurance there is no reliability in results within reality. The more objective the subject is, the less complex the application of the quality assurance concept becomes. The more abstract, intangible or subjective the result, the more complex this concept management is.

As a final summary of the Quality Assurance process find listed below a synoptic description of elements which includes the Quality Assurance Functional Concept.

The taxonomy is the descriptive one according to order of presentation. However, it implies having a clear understanding of the concept seen as a unit given that the unified field it encompasses may only be apprehended as of this totalizing/integral idea.

Elements included in a Quality Assurance System:

1. Plan “B”
2. Redundant Systems
3. Alarm System
4. Processes with redundancies
5. Stop System (stoppage/halt)
6. Control System
7. Self repairing/recovery System
8. Alternative Systems

The quality assurance concept is very hard to apprehend and internalize. In order to do so it is necessary to see the elements described above within oneself. It is only as of this that a quality assurance process can be developed.

Diego Belohlavek

NOTE: The Unicist Research Institute was the pioneer in complexity science research and became a private global decentralized world-class research organization in the field of human adaptive systems. http://www.unicist.org

Businesses are typical adaptive systems. We use the word “business” as a synonym of “work”. Businesses need to adapt to the environment in order to achieve the permanence of their transcendent goals and the personal goals of their participants.

Adaptive systems for work are entities that interact with the environment having the characteristics of a complex system but with an implicit and explicit duty to produce a predefined result.

Work is an environment that generates the need of adaptive systems in order to produce results and administrative systems to use and control the methods used.

The maximal strategy implies achieving or overcoming the planned results using procedures with the necessary flexibility and controlling them based on the feedback of the market.

The minimum strategy is based on using strict methods that use rigid procedures and intrinsic control systems based on accepted standards.

Diego Belohlavek

NOTE: The Unicist Research Institute was the pioneer in complexity science research and became a private global decentralized world-class research organization in the field of human adaptive systems. http://www.unicist.org

For any businessman or woman it is self-evident that marketing implies competition with the alternatives the potential customers have in their minds. This implies seeking for the positioning as a first choice in a segment or if possible in the whole market.

But this cannot be done when an innovation is being marketed. Innovations have no substitutes; the alternatives the potential customers can have in their minds are either succedanea or inaction.

In competitive non-innovation markets the active role of sellers is to compete and the energy saving function is given by the capacity they have to cooperate with the prospects. These are naturally demand driven markets because the alternatives are already in the mind of the potential buyers.

In innovation marketing there is no substitute; therefore the proposal stands alone to sustain its validity and cannot be compared. This has two evident consequences.

On the one hand, the core of the approach to the market is the cooperation with the buyer which transforms the competitive capacity with the succedanea or inaction into the energy saving function.

On the other hand, this is a supply driven market which demands a sound knowledge of the subjective value of the innovative proposal in terms of its use value, its referential value which defines the succedanea that are considered, and the opportunity value which deals with the “urgent” need this proposal satisfies.

These structural differences between innovation marketing and non-innovation marketing explain why companies need to separate the management of supply driven markets from demand driven markets.

It is self-evident that innovation marketing is more energy consuming than demand driven markets. But this is compensated by the prices of innovative products.

Innovation marketing will be managed as demand driven markets when both market actions are mixed without separation. They belong to different species and cannot be integrated.

The final problem is that after the innovation has been absorbed by the environment, the supply driven market is transformed into a demand driven market.

This is a mutation that requires reorganizing the marketing process. And the innovation wheel begins to rotate again.

Unicist Press Committee

NOTE: The Unicist Research Institute was the pioneer in using a logical approach to deal with evolution and became a private global decentralized world-class research organization in the field of human adaptive systems.  http://www.unicist.org

In order to enter in a non commodities market, it is necessary to undermine the leader ethically, so as to be able to enter in any niche, to maintain this niche or niches and to expand them to other niches and segments.

The  ideological guerrilla implies, for the one who puts it into practice, a series of special conditions:

• The product has to be more functional than that of the one who dominates the market.
• The product must have an implicit superior ethic than the one in the market.
• The action speed must be faster than that of the environment.
• The organization must work as a compact team.

A product is more functional when the customer realizes and is able to see that it has notorious and functional advantages that have such a superior level of benefits to the point that they may result suspicious.

The ethic of the product and the ethic of the organization have to be of superior order than the environment and related with non satisfied utopias that are caused by the product of the dominant leader.

To be able to introduce a superior product a very high action-speed is needed.

The dominant will try to annul the action, so that, commercial actions must be carried out before the dominant competitor may react.

Success is based on speed. Guerrilla implies hitting fast and returning to the previous position before the competitor perceives it.

A compact team is essential to have speed. It has to be related to the ethics of the organization and it requires very charismatic leaders that are able to face the problems that arise in the market.

The compact team helps to transform decisions into immediate actions in the market.

When the ideological guerrilla confrontation is lost, the legitimacy in the market is also lost; so the loser enters in a marginal position and survives behaving as a marginal organization.

Access more information on this subject at:
http://www.unicist.com/books-pages/en/unicist_market_confrontation_en2.php

Diana Belohlavek

NOTE: The Unicist Research Institute was the pioneer in complexity science research and became a global decentralized world-class research organization in the field of human adaptive systems.
http://www.unicist.org

Innovative products or services need to be designed and managed as unicist business objects in order to avoid their marginalization in the market.

Innovations require having a market position that demonstrates their capacity for generating a superior ROI than the one that is being achieved with succedaneum solutions.

In this case ROI implies, besides a meaningful relationship between investments and income, the existence of collateral benefits.

There is a generalized belief that innovations produce negative side effects. That is why innovations need to be designed to generate evident collateral benefits in order to be desirable.

The improvements of innovations need to include necessarily results, process and systemic improvements. This requires being fully aware of how an innovation is used. Sometimes it might become necessary to build additional objects to complement the use of innovations in order to ensure their functionality.

The quality assurance of an innovation is given by its objective value which is defined by the reference, cost and opportunity values.

The speed of introduction of innovations is multiplied when it has been designed as a business object. If this is not the case the products need to be redesigned or complemented in order to work and be perceived as objects.

Access a synthesis on the “Discovery of the Unicist Ontology of Innovation” that is available at the Scientific Dissemination Program. You will find there other syntheses that might be of your interest: http://www.unicist.org/papers/ontology_innovation_en.pdf

Diego Belohlavek

NOTE: The Unicist Research Institute was the pioneer in complexity science research and became a global decentralized world-class research organization in the field of human adaptive systems. http://www.unicist.org

Decisions have been made when they have been implemented. Before their implementation they are just hypothetical wishes.

The speed of decision making depends on the type of logical thinking of individuals. It has to be considered that speed is defined by the chronological lap between a new fact and the implemented real action to exert accurate influence.

The more evolved the logical thinking of individuals the higher the speed of action:

1) Analogical thinking drives to no decisions because personal needs and beliefs prevail. The speed is “0” (zero)

2) Operational thinking requires making the necessary technical analytical studies to define the problem and the possible solution. This is considered the standard time for decision making.

3) Analytical thinking allows focusing the operational technical analytical studies. This doubles the speed of operational thinking.

4) Systemic (Scientific) thinking focuses on a specific operation which reduces the cost of the preparation of decision making based on the existence of a hypothesis for a solution. This doubles the speed of analytical thinking.

5) Conceptual thinking provides the ontological structure that underlies the operation. It allows defining the essential drivers of the solution. This doubles the speed of systemic thinking.

6) Unicist thinking provides the understanding of the boundaries of the solution allowing the development of a plan B (including an entropy inhibitor) and a plan C (including a catalyst). This doubles the speed of conceptual thinking.

Conclusion

Internal speed cannot be accelerated without producing paradoxical results.

Internal speed evolves with the individual but a sudden acceleration drives individuals towards analogical thinking.

It has to be considered that the mass of the population tends to use analogical thinking at work. Teamwork decisions need to accept that a train has the speed of its slowest wagon (metaphor).

The above mentioned speeds have been empirically confirmed.

If you invest the necessary time you will harvest the consequent success.

Unicist Press Committee

NOTE: The Unicist Research Institute was the pioneer in complexity science research and became a global decentralized world-class research organization in the field of human adaptive systems. http://www.unicist.org

Ontological reverse engineering is the process of discovering the ontological principles of an object, system or reality through the analysis of its ontological structure, function and operation.

Ontological reverse engineering is the unicist mechanical process to discover or rediscover the nature of an object of reality that is being researched.

It is a technological approach that becomes necessary when dealing with the nature of problems. It is the basic tool for complex problem solving.

Without being able to deal with the reverse engineering process the nature of problems cannot be approached. This is the real limit of the problems an individual can solve.

Access a synthesis on the “Discovery of the Unicist Ontology of Reverse Engineering” that is available at the Scientific Dissemination Program. You will find there other syntheses that might be of your interest: http://www.unicist.org/papers/ontology_reverse_engineering.pdf

Unicist Press Committee

NOTE: The Unicist Research Institute was the pioneer in complexity science research and became a global decentralized world-class research organization in the field of human adaptive systems. http://www.unicist.org