Glossary of Terms
Glossary of Terms
Glossary of Tools, Techniques and Concepts. This glossary covers the tools, techniques and concepts introduced across Chapters 2–9 of Implementing Strategy in a Digital World. Each entry includes a short definition, the chapter/topic where the term is covered, and cross-references to related glossary entries.
A
Additive manufacturing
The technical term for 3D printing: creating objects by adding material layer by layer, contrasted with subtractive manufacturing that removes material from a larger block.
Covered in: Chapter 8 / Topic 2: Industry 4.0 and Cyber-Physical Systems.
See also: Industry 4.0, Cyber-physical systems, Operational excellence.
Agile development
An iterative development approach that works through short sprints, product backlogs, frequent feedback and adaptive planning rather than a fixed linear plan.
Covered in: Chapter 9 / Topic 1: Organisational Agility.
See also: Scrum, Sprint, Product backlog, Waterfall method, DevOps.
Agile journey for Operational Excellence
A continuous improvement loop in which strategic intent shapes operational design, digital instrumentation generates intelligence, and new learning feeds back into strategy and operations.
Covered in: Chapter 8 / Topic 1: Operational Excellence.
See also: Operational excellence, Input–process–output model, Cyber-physical systems, Strategic intent.
Ansoff’s Matrix
A strategy tool for considering growth options by combining existing/new markets with existing/new products or services: market penetration, market development, product/service development and diversification.
Covered in: Not yet discussed in the Chapter 2 body text — only cited in the Chapter 2 reference list (Ansoff, 1968). Related to Topic 2: Alternatives & Choices.
See also: Scenario futures, Strategic axes, Strategic signature.
Appropriating value
The activity of capturing value from innovation rather than merely creating a technically good product, service or capability.
Covered in: Chapter 3 / Topic 3: Appropriating Value and Dynamic Adaptation.
See also: VRIO framework, First-mover advantage, Red Queen effect, Open innovation.
Artificial intelligence
Digital technologies designed to perform tasks associated with human intelligence, such as prediction, pattern recognition, language use, classification or decision support.
Covered in: Chapter 3 / Topic 1: Information in the Digital Age; Chapter 8 / Topic 3: Automation.
See also: Machine learning, Task augmentation, Closed-loop automation, Data analytics.
Augmented reality
A visualisation technology that overlays digital information or representations onto the user’s view of the real world.
Covered in: Chapter 8 / Topic 2: Industry 4.0 and Cyber-Physical Systems.
See also: Virtual reality, Industry 4.0, Cyber-physical systems.
Automation
The use of digital technology to either eliminate repetitive tasks or augment human judgement and performance in more complex work.
Covered in: Chapter 8 / Topic 3: Automation.
See also: Task elimination, Task augmentation, Robotic process automation, Closed-loop automation.
B
Beyond Default method
A strategic management framework associated with Trafford and Boggis, structured around understanding context, exploring alternatives, communicating choices and operationalising action.
Covered in: Chapter 2 / Topic 1: Organisational Context and the Default Future.
See also: Default future, Exogenous forces, Endogenous forces, Strategic trajectory.
Blockchain
A distributed ledger technology that enables shared, tamper-resistant records and trusted transactions without relying solely on a central intermediary.
Covered in: Chapter 7 / Topic 1: Distributed Trust and Blockchain.
See also: Distributed ledger, Consensus, Smart contract, Cryptography, Distributed trust, Web3.
C
Capabilities as strategic muscle
A view of organisational capabilities as deeply embedded routines, mental models, practices and shared experiences that can pull an organisation toward its future or anchor it to the past.
Covered in: Chapter 2 / Topic 1: Organisational Context and the Default Future.
See also: Endogenous forces, Default future, Dynamic capabilities, Organisational capabilities.
Circular economy
An economic and design approach focused on keeping resources in productive use for as long as possible through repair, reuse, upgrading, recycling and waste reduction.
Covered in: Chapter 9 / Topic 3: Sustainability.
See also: Sustainability, UN Sustainable Development Goals, Triple bottom line.
Closed-loop automation
An autonomous-system pattern in which sensors collect data, algorithms decide what to do, actuators execute the action, and the system continues to learn or optimise.
Covered in: Chapter 8 / Topic 3: Automation.
See also: Automation, Task augmentation, Artificial intelligence, Cyber-physical systems.
Comfort, fear and learning zones
A transition model used during change to recognise that people may move from familiar routines, through anxiety or uncertainty, toward experiential learning and growth.
Covered in: Chapter 5 / Topic 1: Patterns for Change.
See also: Priming, Liminal space, Psychological safety, Continuous participatory change.
Complexity consciousness
An organisational design principle that treats organisations as complex, adaptive and relationship-driven rather than fully predictable machines.
Covered in: Chapter 4 / Topic 2: Evolutionary Organisations.
See also: Complexity vs complicatedness, People positivity, Self-organising teams, Pattern vs process.
Complexity vs complicatedness
The distinction between systems that are knowable and fixable with expertise (complicated) and systems that are dynamic, adaptive and not fully predictable (complex).
Covered in: Chapter 4 / Topic 1: Legacy Organisations.
See also: Complexity consciousness, Systems thinking, Pattern vs process, Pull operationalisation.
Consensus
A blockchain mechanism through which network participants validate transactions and agree on the shared state of a ledger.
Covered in: Chapter 7 / Topic 1: Distributed Trust and Blockchain.
See also: Blockchain, Distributed ledger, Smart contract, Cryptography.
Continuous participatory change
A way of changing organisations through ongoing, decentralised experimentation and learning rather than periodic top-down change programmes.
Covered in: Chapter 5 / Topic 1: Patterns for Change.
See also: Six-step pattern for continuous change, Inner loop, Outer loop, Psychological safety.
Cryptography / privacy services
Techniques used in blockchain and distributed systems to protect data, control visibility and make records resistant to tampering.
Covered in: Chapter 7 / Topic 1: Distributed Trust and Blockchain.
See also: Blockchain, Distributed ledger, Consensus, Distributed trust.
Cyber-physical systems
Systems that connect physical processes with digital sensing, data processing, analytics and control, enabling better monitoring, decision support and automation.
Covered in: Chapter 8 / Topic 2: Industry 4.0 and Cyber-Physical Systems.
See also: Industry 4.0, Cyber-physical systems layer model, Internet of Things, Closed-loop automation.
Cyber-physical systems layer model
A five-level architecture for moving from connection and information to analytics, cognition and proactive/ autonomous action.
Covered in: Chapter 8 / Topic 2: Industry 4.0 and Cyber-Physical Systems.
See also: Cyber-physical systems, Internet of Things, Data analytics, Closed-loop automation.
D
Data aggregation and analytics
The process of combining, contextualising and analysing data to create meaningful information and intelligence for human decision-making.
Covered in: Chapter 3 / Topic 1: Information in the Digital Age.
See also: Data rich, intelligence poor, Artificial intelligence, Machine learning, Task augmentation.
Data rich, intelligence poor
A condition where an organisation collects large volumes of data but lacks the context, analytical capability or decision processes needed to turn it into useful insight.
Covered in: Chapter 3 / Topic 1: Information in the Digital Age.
See also: Data aggregation and analytics, Exponential growth model, Artificial intelligence.
Deep tech / cross-pollination
The combination of advanced technological expertise with human-centred design and collaboration across disciplines or ecosystems to solve complex problems.
Covered in: Not yet discussed in the Chapter 3 body text. Related to Topic 2: Redefining Value Chains and Competition.
See also: Value chain and ecosystem analysis, Open innovation, Digital business models.
Default future
The future an organisation will reach if it takes no proactive strategic action beyond continuing current plans and behaviours.
Covered in: Chapter 2 / Topic 1: Organisational Context and the Default Future.
See also: Beyond Default method, Exogenous forces, Endogenous forces, Capabilities as strategic muscle.
DevOps
An organisational and technical approach that integrates software development and live operations to enable continuous deployment, feedback and improvement.
Covered in: Chapter 9 / Topic 1: Organisational Agility.
See also: Agile development, Scrum, Operational excellence, Continuous participatory change.
Digital business models
Digitally enabled ways of capturing value, including advertising-funded services, freemium models and platform or connector services.
Covered in: Chapter 3 / Topic 2: Redefining Value Chains and Competition.
See also: Appropriating value, Value chain and ecosystem analysis, First-mover advantage.
Distributed decision rights
The allocation of meaningful decision authority away from a central hierarchy and toward teams, communities or ecosystem participants closer to the work.
Covered in: Chapter 6 / Topic 1: Open Organising.
See also: Open organising, Open strategy, Self-organising teams, Distributed trust.
Distributed ledger
A shared record of assets, events or transactions replicated across a network rather than held by a single central authority.
Covered in: Chapter 7 / Topic 1: Distributed Trust and Blockchain.
See also: Blockchain, Consensus, Smart contract, Distributed trust.
Distributed trust
A form of trust in which people rely less on central institutions and more on technology-enabled networks, platforms and protocols for confidence in unknown others.
Covered in: Chapter 7 / Topic 1: Distributed Trust and Blockchain.
See also: Trust, Blockchain, Web3, Distributed ledger.
Dynamic capabilities
The ability of an organisation to sense changes, seize opportunities and reconfigure resources or capabilities as conditions change.
Covered in: Chapter 3 / Topic 3: Appropriating Value and Dynamic Adaptation.
See also: Agile experimentation, Capabilities as strategic muscle, Strategic agility, VRIO framework.
E
Endogenous forces
Internal forces created by an organisation’s past decisions, culture, systems, structures, capabilities and leadership behaviours.
Covered in: Chapter 2 / Topic 1: Organisational Context and the Default Future.
See also: Default future, Exogenous forces, Capabilities as strategic muscle, Organisational capabilities.
Evolutionary organisation
An organisation designed around people positivity, complexity consciousness and dynamic self-organisation rather than rigid hierarchy and control.
Covered in: Chapter 4 / Topic 2: Evolutionary Organisations.
See also: Legacy organisation, People positivity, Complexity consciousness, Self-organising teams, OS Canvas.
Exogenous forces
External forces that shape the operating context of an organisation and must be responded to, such as regulation, technology, climate change, markets and competitors.
Covered in: Chapter 2 / Topic 1: Organisational Context and the Default Future.
See also: Default future, Endogenous forces, Scenario futures, Strategic trajectory.
Exponential growth model
A way of understanding the accelerating growth of data, bandwidth, processing power and digital capability, where change compounds rapidly rather than progressing linearly.
Covered in: Chapter 3 / Topic 1: Information in the Digital Age.
See also: Data rich, intelligence poor, Artificial intelligence, Digital transformation.
F
First-mover advantage
The benefits of entering a market or adopting a technology early, such as building user habits, switching costs, network effects or ecosystem position.
Covered in: Chapter 3 / Topic 3: Appropriating Value and Dynamic Adaptation.
See also: Appropriating value, Network economies, Open innovation, VRIO framework.
H
Horizon scanning
The search for emerging trends, technologies, practices and weak signals that may affect future strategic choices or transformation priorities.
Covered in: Chapter 9 / Topic 2: Structured, Agile Approach.
See also: Transformation backlog, Scenario futures, Strategic agility.
I
Industry 4.0
An aspirational model of digitally enabled operations that balances human, digital and physical systems to improve efficiency, flexibility, scale and sustainability.
Covered in: Chapter 8 / Topic 2: Industry 4.0 and Cyber-Physical Systems.
See also: Cyber-physical systems, Internet of Things, Additive manufacturing, Operational excellence.
Inner loop / experiment loop
A three-step method inside a liminal space: sense tensions, propose practices and conduct safe-to-try experiments.
Covered in: Chapter 5 / Topic 2: Inner and Outer Experimentation Loops.
See also: Outer loop, Sensing tensions, Proposing practices, Safe-to-try experimentation, Liminal space.
Input–process–output model
A foundational operations model that maps the resources entering a system, the transformation process and the products or services produced.
Covered in: Chapter 8 / Topic 1: Operational Excellence.
See also: Operational excellence, Product–process matrix, Agile journey for operational excellence.
Internet of Things
Networks of connected devices and sensors that collect and transmit data from physical environments for monitoring, analysis and action.
Covered in: Chapter 8 / Topic 2: Industry 4.0 and Cyber-Physical Systems.
See also: Cyber-physical systems, Industry 4.0, Closed-loop automation, Data aggregation and analytics.
L
Leadership unity
One of the capabilities of strategic agility: the ability of leaders to align around shared strategic priorities despite uncertainty or competing interests.
Covered in: Chapter 9 / Topic 1: Organisational Agility.
See also: Strategic agility, Strategic sensitivity, Resource fluidity.
Legacy organisation
A traditional organisation characterised by rigid hierarchy, rule-driven control, centralised decision-making and permission-before-action behaviour.
Covered in: Chapter 4 / Topic 1: Legacy Organisations.
See also: Evolutionary organisation, Taylorism, Organisational debt, Theory X.
Liminal space
A protected boundary or experimental environment where people can safely try new practices without the full constraints of the host organisation.
Covered in: Chapter 5 / Topic 1: Patterns for Change; Chapter 5 / Topic 2: Inner and Outer Experimentation Loops.
See also: Psychological safety, Inner loop, Outer loop, Safe-to-try experimentation.
M
Machine learning
A branch of artificial intelligence in which systems are trained on data to recognise patterns and make predictions rather than being explicitly programmed for every rule.
Covered in: Chapter 3 / Topic 1: Information in the Digital Age; Chapter 8 / Topic 3: Automation.
See also: Artificial intelligence, Task augmentation, Data aggregation and analytics.
N
Network economies
A source of advantage where the value of a service or platform increases as more users, partners or participants join it.
Covered in: Chapter 3 / Topic 3: Appropriating Value and Dynamic Adaptation.
See also: First-mover advantage, Digital business models, Value chain and ecosystem analysis.
O
Open innovation
An innovation paradigm in which organisations use external ideas, technologies and routes to market, while also allowing unused internal ideas to flow outward for value creation.
Covered in: Chapter 6 / Topic 3: Open Innovation.
See also: Permeable funnel, Open organising, Appropriating value, Open innovation risk mitigation.
Open innovation risk mitigation
Governance practices used to prevent loss of control, strategic drift or unmanaged dependency when innovating across organisational boundaries.
Covered in: Chapter 6 / Topic 3: Open Innovation.
See also: Open innovation, Open strategy dilemmas, Distributed decision rights.
Open organising
A dynamic organising principle based on transparency, inclusion and distributed decision rights across organisational domains.
Covered in: Chapter 6 / Topic 1: Open Organising.
See also: Openness continuum, Open strategy, Distributed decision rights, Wisdom of crowds.
Open source software
A collaborative software development method in which source code is made available for inspection, modification and contribution by communities or organisations.
Covered in: Chapter 6 / Topic 1: Open Organising.
See also: Open organising, Open innovation, Transparency, Wisdom of crowds.
Open strategy
A strategy-making approach that increases inclusiveness and transparency in formulation and communication of strategy.
Covered in: Chapter 6 / Topic 2: Open Strategy.
See also: Open organising, Open strategy 2×2 matrix, Open strategy dilemmas, Transparency, Inclusion.
Open strategy 2×2 matrix
An analytical matrix mapping transparency and inclusion across internal and external boundaries to assess how open a strategy process is.
Covered in: Chapter 6 / Topic 2: Open Strategy.
See also: Open strategy, Transparency, Inclusion, Open strategy dilemmas.
Open strategy dilemmas
Trade-offs created by greater openness in strategy, including process, commitment, disclosure, empowerment and escalation dilemmas.
Covered in: Chapter 6 / Topic 2: Open Strategy.
See also: Open strategy, Open innovation risk mitigation, Openness continuum.
Openness continuum
The idea that openness is not a binary state but a dynamic balance between openness and closure across different domains and situations.
Covered in: Chapter 6 / Topic 1: Open Organising.
See also: Open organising, Open strategy, Open innovation, Transparency.
Operating principles
Clear behavioural commitments expressed as a choice between two valid alternatives, usually in the form “we will do X as opposed to Y.”
Covered in: Chapter 2 / Topic 3: Communicating and Operationalising Strategy.
See also: Strategic trajectory, Pull operationalisation, Push operationalisation, Access–Attract–Achieve model.
Operational excellence
A never-ending journey of improving systems, processes and workflows so operations deliver strategic intent effectively, efficiently and sustainably.
Covered in: Chapter 8 / Topic 1: Operational Excellence.
See also: Agile journey for operational excellence, Input–process–output model, Product–process matrix, Industry 4.0.
Organisational capabilities
Embedded organisational practices, routines, skills and shared ways of working that persist beyond individuals and shape what the organisation can do reliably.
Covered in: Chapter 2 / Topic 1: Organisational Context and the Default Future.
See also: Capabilities as strategic muscle, Endogenous forces, Dynamic capabilities, VRIO framework.
Organisational debt
The accumulated cost of outdated rules, processes, meetings, compromises and bureaucratic constraints that slow an organisation down.
Covered in: Chapter 4 / Topic 1: Legacy Organisations.
See also: Legacy organisation, Taylorism, Continuous participatory change.
Outer loop
The broader change cycle that selects an OS Canvas domain, defines a liminal space, supports experimentation and scales or adapts learning across the organisation.
Covered in: Chapter 5 / Topic 2: Inner and Outer Experimentation Loops.
See also: Inner loop, OS Canvas, Liminal space, Continuous participatory change.
P
Pattern vs process
The distinction between a flexible guiding framework (pattern) and a mandatory ordered sequence of steps (process), especially important in complex organisational change.
Covered in: Chapter 4 / Topic 3: The Operating System Canvas.
See also: OS Canvas, Complexity consciousness, Transformation loop.
People positivity
The assumption that people are capable, motivated and trustworthy when given autonomy, competence, relatedness and suitable conditions for meaningful work.
Covered in: Chapter 4 / Topic 2: Evolutionary Organisations.
See also: Theory Y, Self-determination theory, Evolutionary organisation, Psychological safety.
Performance/safety matrix
A diagnostic tool that combines performance standards and psychological safety to distinguish apathy, anxiety, comfort and learning/high-performance zones.
Covered in: Chapter 5 / Topic 3: Psychological Safety and Leadership.
See also: Psychological safety, Leadership best practices, Learning zone.
Permeable funnel
An open innovation model in which ideas and technologies can flow into the organisation for development, and unused internal ideas can flow out for external use or commercialisation.
Covered in: Chapter 6 / Topic 3: Open Innovation.
See also: Open innovation, Open innovation risk mitigation, Appropriating value.
Product backlog
A prioritised list of user needs, features, fixes or improvements that guides agile development work.
Covered in: Chapter 9 / Topic 1: Organisational Agility.
See also: Agile development, Scrum, Sprint, Transformation backlog.
Product–process matrix
A framework linking product or service characteristics such as volume and variety with suitable process designs, from project flow to continuous flow.
Covered in: Chapter 8 / Topic 1: Operational Excellence.
See also: Input–process–output model, Operational excellence, Agile journey for operational excellence.
Psychological safety
A climate where people feel able to speak up, admit mistakes, ask questions and take interpersonal risks without fear of punishment or humiliation.
Covered in: Chapter 5 / Topic 3: Psychological Safety and Leadership.
See also: Liminal space, Performance/safety matrix, People positivity, Safe-to-try experimentation.
Pull operationalisation
A dynamic implementation approach that creates the conditions for people across the organisation to use judgement and knowledge to move toward strategic intent.
Covered in: Chapter 2 / Topic 3: Communicating and Operationalising Strategy.
See also: Push operationalisation, Operating principles, Access–Attract–Achieve model, Complexity consciousness.
Push operationalisation
A traditional implementation approach that attempts to drive strategy through planned projects, milestones and central control, often assuming the organisation behaves like a programmable machine.
Covered in: Chapter 2 / Topic 3: Communicating and Operationalising Strategy.
See also: Pull operationalisation, Operating principles, Legacy organisation.
R
Red Queen effect
A competitive trap in which organisations invest heavily in technology merely to keep pace with rivals, creating no lasting relative advantage.
Covered in: Chapter 3 / Topic 3: Appropriating Value and Dynamic Adaptation.
See also: Appropriating value, VRIO framework, First-mover advantage.
Resource fluidity
One of the capabilities of strategic agility: the ability to redeploy people, capital, attention and other resources quickly toward emerging priorities.
Covered in: Chapter 9 / Topic 1: Organisational Agility.
See also: Strategic agility, Leadership unity, Strategic sensitivity.
Robotic process automation
Programmable software used to perform repetitive, rules-based tasks that do not require human judgement.
Covered in: Chapter 8 / Topic 3: Automation.
See also: Task elimination, Automation, Input–process–output model.
S
Safe-to-try experimentation
Small, bounded experiments designed so failure creates learning without causing unacceptable harm to the organisation, customers or stakeholders.
Covered in: Chapter 5 / Topic 2: Inner and Outer Experimentation Loops; Chapter 9 / Topic 2: Structured, Agile Approach.
See also: Inner loop, Liminal space, Psychological safety, Transformation loop.
Scenario futures
A strategic tool for developing several plausible future scenarios to map uncertainty and help leaders choose between strategic options.
Covered in: Chapter 2 / Topic 2: Alternatives & Choices.
See also: Default future, Strategic axes, Strategic signature, Horizon scanning.
Scrum
An agile framework that organises work through roles such as Scrum Master and Product Owner, a product backlog, sprint planning, review and retrospective.
Covered in: Chapter 9 / Topic 1: Organisational Agility.
See also: Agile development, Sprint, Product backlog, DevOps.
Self-determination theory
A motivation theory suggesting that people thrive when they experience autonomy, competence and relatedness.
Covered in: Chapter 4 / Topic 2: Evolutionary Organisations.
See also: People positivity, Theory Y, Psychological safety.
Self-organising teams
Teams that coordinate and make decisions close to the work rather than relying on detailed central instruction or rigid hierarchy.
Covered in: Chapter 4 / Topic 2: Evolutionary Organisations.
See also: Evolutionary organisation, Distributed decision rights, People positivity, Complexity consciousness.
Sensing tensions
The practice of noticing gaps between how things are and how they could be, often experienced as friction, frustration or inefficiency.
Covered in: Chapter 5 / Topic 2: Inner and Outer Experimentation Loops.
See also: Inner loop, Proposing practices, Safe-to-try experimentation, OS Canvas.
Six-step pattern for continuous change
Aaron Dignan’s pattern for changing how organisations change: commitment, boundaries, priming, looping, criticality and continuity.
Covered in: Chapter 5 / Topic 1: Patterns for Change.
See also: Continuous participatory change, Liminal space, Priming, Inner loop, Outer loop.
Smart contract
Code on a blockchain or distributed ledger that defines and executes the conditions under which a transaction or exchange can occur.
Covered in: Chapter 7 / Topic 1: Distributed Trust and Blockchain.
See also: Blockchain, Distributed ledger, Consensus, Cryptography.
Sprint
A short, time-boxed period of agile work, commonly one to four weeks, during which a team delivers a defined increment of value.
Covered in: Chapter 9 / Topic 1: Organisational Agility.
See also: Agile development, Scrum, Product backlog.
Strategic agility
The ability to maintain long-term strategic commitment while remaining flexible enough to pivot as circumstances change.
Covered in: Chapter 9 / Topic 1: Organisational Agility.
See also: Strategic sensitivity, Leadership unity, Resource fluidity, Dynamic capabilities.
Strategic axes
The main sources of organisational value, represented as continua that can be strengthened, reduced, added or retired.
Covered in: Chapter 2 / Topic 2: Alternatives & Choices.
See also: Strategic signature, Scenario futures, Ansoff’s Matrix, Organisational capabilities.
Strategic sensitivity
One of the capabilities of strategic agility: the ability to detect, interpret and discuss important changes in the environment early enough to act.
Covered in: Chapter 9 / Topic 1: Organisational Agility.
See also: Strategic agility, Scenario futures, Horizon scanning.
Strategic signature
The combined position of an organisation across its strategic axes, showing how it currently creates value and how it must shift for a chosen future.
Covered in: Chapter 2 / Topic 2: Alternatives & Choices.
See also: Strategic axes, Scenario futures, Operating principles.
Strategic trajectory
The direction of travel created by context, choices, operating principles and implementation approach.
Covered in: Chapter 2: Strategic Trajectory.
See also: Default future, Scenario futures, Operating principles, Pull operationalisation.
Sustainability maturity model
A staged model for assessing how deeply sustainability is integrated, from reactive and ad hoc activity to sustainability as the core ecosystem driver.
Covered in: Chapter 9 / Topic 3: Sustainability.
See also: Sustainability, Triple bottom line, UN Sustainable Development Goals, Circular economy.
Systems thinking vs complexity science
A contrast between top-down control models that attempt to manage systems through rules and complexity-informed approaches that enable autonomy, trust and local judgement.
Covered in: Chapter 4 / Topic 1: Legacy Organisations.
See also: Complexity consciousness, Complexity vs complicatedness, Legacy organisation.
T
Task augmentation
The use of AI or other digital technology to help humans perform complex work more effectively rather than replacing the human task entirely.
Covered in: Chapter 3 / Topic 1: Information in the Digital Age; Chapter 8 / Topic 3: Automation.
See also: Artificial intelligence, Machine learning, Automation, Task elimination.
Task elimination
The replacement of repetitive, rules-based human activity with automation, commonly using robotic process automation.
Covered in: Chapter 8 / Topic 3: Automation.
See also: Robotic process automation, Automation, Task augmentation.
Taylorism and Fordism
Scientific management traditions that separate thinking from doing, standardise work and underpin many legacy hierarchy and control practices.
Covered in: Chapter 4 / Topic 1: Legacy Organisations.
See also: Legacy organisation, Theory X, Organisational debt.
Theory X and Theory Y
Douglas McGregor’s contrast between assumptions that people dislike work and need control (Theory X) and that people can seek responsibility and self-direction (Theory Y).
Covered in: Chapter 4 / Topic 2: Evolutionary Organisations.
See also: People positivity, Self-determination theory, Legacy organisation.
Transformation backlog
A prioritised list of changes needed for transformation, often enriched through horizon scanning and scored for strategic value, difficulty and sustainability.
Covered in: Chapter 9 / Topic 2: Structured, Agile Approach.
See also: Transformation loop, Horizon scanning, Product backlog, Safe-to-try experimentation.
Transformation loop
A systematic but agile pattern for enterprise digital transformation, connecting business and technology leaders through iterative prioritisation, experimentation and learning.
Covered in: Chapter 9 / Topic 2: Structured, Agile Approach.
See also: Transformation backlog, Safe-to-try experimentation, Pattern vs process, Strategic agility.
Triple bottom line
A performance framework that evaluates organisational impact across profit, people and planet rather than financial results alone.
Covered in: Chapter 9 / Topic 3: Sustainability.
See also: Sustainability, Circular economy, UN Sustainable Development Goals.
Trust
A confident relationship with the unknown; in digital contexts, trust increasingly depends on platforms, protocols, reputation systems and distributed technologies.
Covered in: Chapter 7 / Topic 1: Distributed Trust and Blockchain.
See also: Distributed trust, Blockchain, Web3.
U
UN Sustainable Development Goals
The United Nations’ 17-goal framework used by organisations to structure, target and report sustainability activity.
Covered in: Chapter 9 / Topic 3: Sustainability.
See also: Sustainability, Circular economy, Triple bottom line.
V
Value chain and ecosystem analysis
Analysis of how value is created across interconnected networks of suppliers, partners, platforms and customers rather than within a simple linear chain.
Covered in: Chapter 3 / Topic 2: Redefining Value Chains and Competition.
See also: Digital business models, Deep tech / cross-pollination, Open innovation, Network economies.
Virtual reality
A visualisation technology that creates a fully immersive digital environment, replacing rather than overlaying the user’s view of the real world.
Covered in: Not yet discussed in the Chapter 8 body text (Augmented Reality is covered in Topic 2: Industry 4.0 and Cyber-Physical Systems; Virtual Reality itself is not).
See also: Augmented reality, Industry 4.0.
VRIO framework
A test of whether a resource or capability can support sustainable advantage by asking if it is valuable, rare, inimitable and organised for use.
Covered in: Chapter 3 / Topic 3: Appropriating Value and Dynamic Adaptation.
See also: Appropriating value, Organisational capabilities, Red Queen effect, Dynamic capabilities.
W
Waterfall method
A linear project management approach that moves sequentially through requirements, design, coding and testing, often with formal sign-offs at each stage.
Covered in: Chapter 9 / Topic 1: Organisational Agility.
See also: Agile development, Scrum, DevOps.
Web3
A concept for a more decentralised web in which users have greater ownership and control over data, identity and value exchange.
Covered in: Chapter 7 / Topic 1: Distributed Trust and Blockchain.
See also: Distributed trust, Blockchain, Distributed ledger, Smart contract.
Wisdom of crowds
The idea that diverse, independent, decentralised groups can make better decisions when their insights are effectively aggregated.
Covered in: Chapter 6 / Topic 1: Open Organising.
See also: Open organising, Open strategy, Inclusion, Distributed decision rights.
