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Naive Intervention – Part 3: Illusions of Predictability in Investment Theory and BPM

In part 1 of these series I discussed the concept of Naive Intervention as a response to purely human need of causal narratives, while no such thing exists outside our brain. In part 2 I discussed the priority of survival

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Posted in Adaptive Case Management, Business Strategy, Complexity, Economy, Executives, Predictive Analysis

Naive Intervention Part 2: It is a Matter of Survival, not Efficiency!

In Part 1 of this series I covered the problem that humans grossly overestimate our human rational capability and the power of non-emotional narrative in the form of theories and models. In this post on risk assessment and decision making I continue to quote freely from

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Posted in Business Intelligence, Complexity, Executives, Predictive Analysis

Naive Intervention – Part 1: From Antifragile to Models Behaving Badly

‘Naive Intervention’ is a term used by Nassim Taleb (The Black Swan) in his recent book ‘Antifragile – Things that Gain from Disorder.’ Taleb explains that in business and economy progress comes from natural dynamics and not from naive intervention. He uses

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Posted in Adaptive Case Management, BPM, Business Strategy, Complexity, Economy

Sapere Aude – An Age of Enlightenment for Business?

A few weeks ago Keith Swenson asked me if our current age has been considered or named in the sense of a further step in our human evolution, much as it happened during The Enlightenment or The Age of Reason.

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Posted in Adaptive Process, BPM, Complexity, Economy, Executives

Process Maturity versus The Real World of the Higgs Boson

A lot has been written about process maturity. The different approaches proposed have as highest rating the ‘Optimized Stage’ of maturity, where continuous process improvement is enabled by feedback and by applying innovative ideas in an agile manner. Sounds good,

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Posted in BPM, Business Architecture, Business Strategy, Complexity, Process Mining

Social BPM Methodology: The Triple Oxymoron

I consider ‘Social-BPM’ as a combination of Social and BPM software an oxymoron. Social networking and BPM automation are at opposite ends of the human interaction spectrum. BPM flowcharts are decomposed complicated structures and social networks are complex adaptive systems.

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Posted in Adaptive Case Management, BPM, Business Strategy, Complexity, Executives

Agile and Scrum versus the God Complex

Let’s Fire the MBA Bean Counters For over ten years I have been questioning the viability of rigid process management methodologies and was ridiculed for ‘not getting it’. I have presented the scientific evidence around complex adaptive systems, the benefits

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Posted in Adaptive Case Management, Business Strategy, Complexity, Economy, Executives
Max J. Pucher
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by Max J. Pucher. All rights reserved.
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