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Just to support Johns comments - I do hope my original question did not imply that regression analysis is of no value ... only that its value may be limited or break down at any point where a flow-to-stock boundary exists between the independent and dependent variables. Statistical analysis has been...

Just to add a little to this ... A standard simple Strategy view of M&A relies on the notion of relatedness. Basically, this works on the notion that its a good idea to develop or acquire related businesses, since you are likely to have the capabilities to run these new or extended operations. [...

A big thank you to all those who have responded to this enquiry - I
have learned a huge amount from the discussion, not just the direct
answers to the specific question, but also concerning a whole range of
important related issues.

Kim
From: "Kim Warren" <Kim@strategydynamics.com>

Content-Transfer-Encoding: quoted-printable =20 Please forgive me if the following question is na=EFve - my math is very = rusty!=20 =20 I am currently struggling to persuade colleagues in my field (strategic = management) of some serious implications arising from an SD view of how = the real world ...

A few thoughts - in many cases we are concerned with getting people to switch from one state to another - in your case from not especially favouring us to favouring us enough to give us the deal. I think theres good behavioural psychological evidence to support a model that captures accumulating emo...

Theres a chapter later on in my book Competitive Strategy Dynamics that deals with capabilities and has some frameworks that lend themselves to tackling issues of knowledge and learning. We also have a simulation of a consulting firm that includes a high-level representation of knowledge base - the ...

thanks to Bill Harris for his reply, My proposition is somewhat different than the question of when can you ignore feedback. There are very many strategy situations where the timescale of change is short enough for major feedback effects to be modest or easily understood, but there are *not* many si...

Thanks to all those who kindly shared their experiences about use of microworlds in education. Although it was not intended as a formal survey, some intriguing insights have come out. First, I was reminded very strongly about the rich variety of uses being made of microworlds on many topics in the K...

Having worked on strategy and policy for over 20 years, I increasingly feel that there are virtually no situations where you can safely ignore the fundamentals of SD. Reasons being (a) most every challenge in business and other fields of policy concerns how things are changing through time (b) thing...

Im rather concerned at the search for a standard formula in such cases. The assessment of customer values is a complex and subtle question on which Marketing researchers have devoted considerable efforts over many years. A simple mathematical combination of attractiveness ratings seems rather unlike...

Is anyone actively using microworlds, or other SD-based learning materials in undergraduate (or even high-school) settings. Our experience is mostly with the post-graduate and post experience (MBA) world, but we would dearly like to hear from anyone working with this younger group. Kim Warren From: ...

I must take issue with this perspective ... it is symptomatic of where system dynamics is sacrificing the high ground by falling way short of what it can deliver, and letting clients down into the bargain. I dont recognise the class of unstructured problems described - we may not always be examining...

We will be offering a 1 day workshop on teaching Strategy Dynamics for anyone who might like to stay on one day after the Bergen conference - i.e. from the conference end on Thursday 10th to mid-afternoon on Friday 11th August. The workshop will explain how Dynamics of Strategy events at London Busi...

Very helpful clarification Jaideep (and apologies for jumping in so hard first time). Your reply is a useful focus for my concern ... your first two Unstructured problem characteristics (first-cut, top down) are fine. The problem arises with the third characteristic - qualitative. Heres my reasoning...