The unicist strategy building process, using the double dialectical logic allows emulating the organization of nature in order to optimize processes, maximizing the possible results and minimizing the energy consumed. This approach is necessarily preceded by diagnoses and followed by designing the necessary architectures to make the strategies become business processes.
Specific strategies are based on the input provided by the wide context scenarios and the restricted context scenarios.
These scenarios have to provide the information of the gravitational forces that influence the specific activity, the possibilities for developing them, the catalyst that may exist and the inhibitors that need to be avoided or accepted as limits for the strategy building.
A business is equilibrated when maximal strategies are being developed while minimum strategies are built to ensure the survival.
Maximal strategies are designed to expand the boundaries of an individual or organization, while minimum strategies happen within the boundaries of an organization.
That is why maximal strategies require dealing with uncertainty and risks and only a conscious knowledge of the unified field that integrates the wide context, the restricted context, the specific strategy and the architecture of the solution allows managing it.
To deal with maximal strategies it is necessary to have a high level of consciousness that allows dealing with backward-chaining thinking that allows envisioning the solution.
Backward-chaining thinking implies approaching a strategy with a hypothetical solution and beginning a falsification and validation process that allows building a final solution.
Minimum strategies are those that happen within the known boundaries of an individual’s or organization’s activity working in a context of certainty.
Therefore, in these types of strategies, only a medium level of consciousness is required. Minimum strategies are based on forward-chaining thinking that allows working step by step based on the known methods of a known field.
Ontogenetic Map of Specific Strategy Building Processes
When an individual or organization has only minimum strategies, it tends to disappear. Minimum strategies are necessary either to ensure growth once the maximal strategy has been achieved, or for marginal survival.
The influence an individual or organization has on the environment functions as a catalyst for the development of a minimum strategy. The lack of influence acts as an inhibitor and endangers survival.
Growth as a trend of the environment and as a need of the individual or organization is the driver of the minimum strategy.
Minimum strategies are driven by the need to grow and are catalyzed by the influence the organization or the individual has in the environment.
When there is neither a driver nor a catalyst, the minimum strategies become desperate survival efforts to permit an organization or individual to be alive the next day.
In that case there are no strategies, but there are just intuitive and common sense driven actions to ensure survival.
Segmentation of Strategies
The four structural operational segments of strategies will be defined considering them as static. Each one of them develops a different type of strategy:
- Surviving Strategies
- Defensive Strategies
- Dominant Strategies
- Influential Strategies
These segments can be described in unicist standard language as follows:
1) Surviving Strategies
These are the strategies that aim to survive within the boundaries of an activity.
They are based on a win-win approach that has to be managed as a zero sum strategy in order to avoid appropriating value from the environment.
These strategies are natural for marginal activities developed by people who work at the “border” of their environment. The price they pay is that surviving activities have no critical mass that sustains them. Therefore they need to be continuously active in order to ensure survival. They need to work 24/7.
2) Defensive Strategies
They aim to defend the boundaries of their activity against true threats. They are based on establishing the necessary operational and control systems to defend the “borders” of their activity.
They are power driven because they need to exert power in order to defend their activity. They are focused on paying the necessary prices to sustain their business. The prices they pay sustain their survival and at the same time hinder their expansion.
They work necessarily with strict zero-sum low cost, self-sufficient activities because they cannot trust others to defend their business.
3) Dominant Strategies
Dominant strategies are based on the influence the individual or the organization has in an environment.
They are focused on developing the necessary value propositions that can be sustained with their influence. They tend to impose functional monopolies that allow them to establish the standard for their activities in the environment.
They need to invest a high level of energy in developing their influence through image building and the exclusion of the individual or organizational competitors that do not accept their standards.
They work with value adding strategies in order to legitimate their dominance.
4) Influential Strategies
They are based on exerting influence by improving the value proposition of their competitors.
They are based on having the necessary speed to be “faster” than the competitors which allows them winning in their environment.
Their value propositions are innovative and they are successful when they have the necessary critical mass to influence the environment. They are innovation driven in order to exert the influence of a higher value proposal.
They naturally build alliances in order to obtain the necessary influence for their value propositions.
Maximal strategies are based on adding value to the environment while winning in the specific environment they work in and are sustained by the power they have to influence the context.
Maximal strategies define two positions in the environment:
- On the one hand, maximal strategies are natural to leaders that exert a dominant position in the environment.
- On the other hand, they are natural to influential individuals or organizations.
Minimum strategies are based on developing win-win strategies and paying the prices necessary to survive.
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