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Metaphors and Models

What is a business?  How can (or should) an expert business practitioner relay his or her knowledge to another interested party?  Trying to understand these questions leads down a path of debating the merits and demerits of understanding through metaphors, and understanding through models.  This eventually ends up with a discussion of roots in philosophy of science.

During the Seiad project in 1977, Ian Simmonds and I had many discussions about understanding business, filling up the whiteboard in his office at the Watson Research Center.1 My studies into business strategy reflected the two primary foundations:  microeconomics  — Michael Porter is a leading proponent of this approach — and organization theory  — with roots in the research of the Tavistock Institute, and the sociotechnical systems thinking from Fred Emery and Eric Trist.  Add onto that my personal bent towards decision support systems — Peter Keen‘s research while at CISR at the Sloan School at MIT was highly influential — and a strategic view of marketing that can be described as Market-Driven Strategy, as described by George Day.  These all represent models of business.

What is a business?  How can (or should) an expert business practitioner relay his or her knowledge to another interested party?  Trying to understand these questions leads down a path of debating the merits and demerits of understanding through metaphors, and understanding through models.  This eventually ends up with a discussion of roots in philosophy of science.

During the Seiad project in 1977, Ian Simmonds and I had many discussions about understanding business, filling up the whiteboard in his office at the Watson Research Center.1 My studies into business strategy reflected the two primary foundations:  microeconomics  — Michael Porter is a leading proponent of this approach — and organization theory  — with roots in the research of the Tavistock Institute, and the sociotechnical systems thinking from Fred Emery and Eric Trist.  Add onto that my personal bent towards decision support systems — Peter Keen‘s research while at CISR at the Sloan School at MIT was highly influential — and a strategic view of marketing that can be described as Market-Driven Strategy, as described by George Day.  These all represent models of business.

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