Unicist Business Architecture


Family Companies: About Hunting and Farming Businesses

Economic activities can be synthesized in man’s most ancestral pursuits: hunting and agriculture.

Family BusinessMan began hunting, in that era he was a nomad and that generated a series of individual and social attitudes and behaviors that accorded to that activity. There are company activities that have the same features of the hunt.

The construction, engineering, consultancy and direct sales are only a few examples of the hunt. The criteria of reality, astuteness and opportunity are the basis of the hunting business.

Man became sedentary when he learned to manage agriculture. Agriculture requires a series of preparatory activities, the availability of land to cultivate, fertilizers, etc.

It requires time management that implies, in traditional farming, preparing the earth, sowing, protecting what has been sown, harvesting and then separating the fruit from the rest of the materials that grow.

There are company activities that have the same features of agriculture. Farming, large-scale manufacturing, passive sales and communications, are only a few examples of the farming business. Adaptation to the environment, tenacity and heavy work are the basis of the farming business.

Obviously, there are variations in this classification, which have to do, for example, with whether it is small-game hunting or big-game hunting. Selling encyclopedias on CDs door-to-door is a small-game hunting activity. Extensive farming is not the same as intensive farming. And so we can find the nuances that mark the actions within a company, and categorize it according to its activity.

Diego Belohlavek

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


The Quality Assurance System defines one’s Reliability

Quality assurance is the difference that makes a person, institution, work group, system, work or product reliable or not.

Quality AssuranceWithout quality assurance there is no reliability in results within reality. The more objective the subject is, the less complex the application of the quality assurance concept becomes. The more abstract, intangible or subjective the result, the more complex this concept management is.

As a final summary of the Quality Assurance process find listed below a synoptic description of elements which includes the Quality Assurance Functional Concept.

The taxonomy is the descriptive one according to order of presentation. However, it implies having a clear understanding of the concept seen as a unit given that the unified field it encompasses may only be apprehended as of this totalizing/integral idea.

Elements included in a Quality Assurance System:

  1. Plan “B”
  2. Redundant Systems
  3. Alarm System
  4. Processes with redundancies
  5. Stop System (stoppage/halt)
  6. Control System
  7. Self repairing/recovery System
  8. Alternative Systems

The quality assurance concept is very hard to apprehend and internalize. In order to do so it is necessary to see the elements described above within oneself. It is only as of this that a quality assurance process can be developed.

Diego Belohlavek

NOTE: The Unicist Research Institute was the pioneer in complexity science research and became a private global decentralized world-class research organization in the field of human adaptive systems. http://www.unicist.org


Unicist Approach: the Nature of Adaptive Systems for Work

Businesses are typical adaptive systems. We use the word “business” as a synonym of “work”. Businesses need to adapt to the environment in order to achieve the permanence of their transcendent goals and the personal goals of their participants.

Work as an Adaptive SystemAdaptive systems for work are entities that interact with the environment having the characteristics of a complex system but with an implicit and explicit duty to produce a predefined result.

Work is an environment that generates the need of adaptive systems in order to produce results and administrative systems to use and control the methods used.

The maximal strategy implies achieving or overcoming the planned results using procedures with the necessary flexibility and controlling them based on the feedback of the market.

The minimum strategy is based on using strict methods that use rigid procedures and intrinsic control systems based on accepted standards.

Diego Belohlavek

NOTE: The Unicist Research Institute was the pioneer in complexity science research and became a private global decentralized world-class research organization in the field of human adaptive systems. http://www.unicist.org


Unicist Logical Approach: Paradoxes in Innovation Marketing

For any businessman or woman it is self-evident that marketing implies competition with the alternatives the potential customers have in their minds. This implies seeking for the positioning as a first choice in a segment or if possible in the whole market.

But this cannot be done when an innovation is being marketed. Innovations have no substitutes; the alternatives the potential customers can have in their minds are either succedanea or inaction.

In competitive non-innovation markets the active role of sellers is to compete and the energy saving function is given by the capacity they have to cooperate with the prospects. These are naturally demand driven markets because the alternatives are already in the mind of the potential buyers.

In innovation marketing there is no substitute; therefore the proposal stands alone to sustain its validity and cannot be compared. This has two evident consequences.

On the one hand, the core of the approach to the market is the cooperation with the buyer which transforms the competitive capacity with the succedanea or inaction into the energy saving function.

On the other hand, this is a supply driven market which demands a sound knowledge of the subjective value of the innovative proposal in terms of its use value, its referential value which defines the succedanea that are considered, and the opportunity value which deals with the “urgent” need this proposal satisfies.

These structural differences between innovation marketing and non-innovation marketing explain why companies need to separate the management of supply driven markets from demand driven markets.

It is self-evident that innovation marketing is more energy consuming than demand driven markets. But this is compensated by the prices of innovative products.

Innovation marketing will be managed as demand driven markets when both market actions are mixed without separation. They belong to different species and cannot be integrated.

The final problem is that after the innovation has been absorbed by the environment, the supply driven market is transformed into a demand driven market.

This is a mutation that requires reorganizing the marketing process. And the innovation wheel begins to rotate again.

Unicist Press Committee

NOTE: The Unicist Research Institute was the pioneer in using a logical approach to deal with evolution and became a private global decentralized world-class research organization in the field of human adaptive systems.  http://www.unicist.org