| The
RDS was conceived
in 1983 and first deployed shortly thereafter.
The present version of the system started deployments
in 1995 that continue to this day. The actual physical
components that we presently use for RDS deployments
are the same components that we employ in NavCenters
and other work environments. The RDS ultimately,
to reach its full potential and economy, will require
a system of interior, exterior and support components
designed specifically for the mission and for the
rigors of multiple rapid shipping, set ups, breakdowns
and storage. |
| The
social purpose for which the RDS was
conceived is yet to be realized. Recent opportunities
[link], however,
indicate that this is now possible. |
| It
is time to create a new generation of RDS that
the MG Taylor ValueWeb can employ for both corporate
client work and for the social entrepreneurial uses
first
envisioned. |
| This
document describes a structure for a partnership
organization, inside a ValueWeb architecture, created
to invest in the RDS and derive
a healthy return from
it’s
operations while creating the social armature necessary
for nonprofit,
socially
focused
deployments. This combination, of for-profit and
not-for-profit use, facilitates a level of deployments
across a wide variety of situations that otherwise
would be nearly impossible to accomplish. |
|
| There
are three primary concepts that form the basis of
the RDS ValueWeb Partnership Program;
they have to be thoroughly understood else the program
does not make sense.
These are: The RDS concept itself;
the notion of individual and social wealth upon which
the ValueWeb
concept rests; and, the concept of the ValueWeb as
an alternative to the present concept of - and the
relationship between - organizations and their markets. |
|
 |
The
RDS Rapid Deployment System,
is an environment, a collaborative process, a tool
kit for documentation, media production, project
management, and a social support system,
that can be rapidly deployed
to crisis situations - wherever they may be - in
order to facilitate a more rapid recovery and
the
restoration of a living environment more capable
than what
the crises so ably demonstrated to be inadequate.
It
is based on a concept of wealth different than
what is commonly recognized today - an integration
of individual wealth and commonwealth with no schism
or conflict accepted between the two.
The
RDS is organized, delivered, staffed
and supported through a ValueWeb organizational
architecture
that is, itself, a reflection of, and a practice
of, the principles and motives inherent in the
RDS concept.
click
on
the masthead graphics to the left to find articles
on these subjects |
|
 |
 |
| These
three primary concepts are outlined below with links
to additional material. |
|
| The
RDS was conceived [link] to
create the capacity and organizational support
necessary to
help communities in distress. It also has commercial
and global agenda [link] applications.
In any application, the core of the RDS capability
is: deploy-ability (rapid set up and breakdown);
neutral space (free of biasing economic and political
agendas); full representation and participation
of all communities necessary to a solution and
who are impacted by the outcome; the facilitation
of
a complete SCAN before participants jump
to a “solution”
that
is
merely
an improvement of what existed before; integration
of the design process through design development
and implementation; the production of work products
that advance the work and document the assumption
upon which it is based; a return of capital to
each ValueWeb
member in kind that fits their specific
structure and mission. |
nav_center_rds_social_economy |
|
page
505
Matt Taylor Notebook - January 1983
Boulder Series
|
The
page (above) from my Notebooks (Boulder era)
was written in the early days of MG Taylor. I
was dealing
with the issue of how the capital intensity of
a NavCenter (we called them Management Centers,
then) could be both justified and dealt with
from a cash flow basis. How could the money,
necessary for the creation of the capability
we thought necessary in order to solve the systemic
problems that society faced, be raised ? There
was a companion page (506) that described the
network architecture I
believed to be essential for success. This network
model, which was integral to the basis
of MG Taylor, became by 1985 what today we call
a ValueWeb.
link to
page 406 post 9/11 series for
a contemporary
assessment of this strategy |
| Page
505 addressed two different but related issues.
The first was the difference and co-dependency
between the existence of individual wealth and
wealth held
in common (commonwealth). The second,
the recognition that there are many forms that
wealth takes and
that there are multiple ways of exchanging it.
Understanding this is key to understanding why
an organization, institution or city may want to
have
a NavCenter.
It is also the key to the economic validity of
the RDS. |
| In
the last several hundred years, in the West, there
has been a growing schism between individual wealth
and commonwealth (wealth held in common). This
is unfortunate because neither can exist without
the other. Page 505 give examples of these two
forms of wealth holding across the spheres of physical,
mental and spiritual wealth creation. A short look
reveals there is not competition between these
two forms of wealth; it also reveals their co-dependency.
It further identifies which constituencies may
be interested in investing in to which types of
wealth-formation, that when added together in an
appropriate mix, makes up a healthy capability,
community and marketplace. |
| There
are several conclusions to be drawn from looking
at wealth this way. First, there is plenty of wealth
to develop a NavCenter or RDS capability
almost anywhere. Second, these various forms of
wealth,
and the social protocols and rules that bind them,
are all in need of an integrating function which
s precisely what a NavCenter or RDS does.
This capability is not only affordable, it is necessary to
the sustainability of a complex wealth
creating society. NavCenters and RDS deployments
support the replacement economic process as described
by Jane Jacobs [link]. |
| The
various forms of ownership and management, we have
created through many centuries of society, each
have a role to play in the MATRIX of these types and forms of
wealth. Instead of arguing over isms,
we should be working to discover what works and
how to best match type, form, process, capability
and capacity with individual and social intent. |
|
Patent
Diagram
ValueWeb Components |
| A
true ValueWeb is made up of 22 components. Each of
these relates to other by specific rules-of-engagement.
Some of these rules are general to all ValueWebs
and some are specific to individual ValueWebs. These
rules facilitate the transactions between the individuals
that make populate the ValueWeb. The ValueWeb architecture is
designed to re-position a number of relationships
that have become, in existing organizational models,
passive-aggressive in their interoperability with
one another. The dysfunction caused by these existing
practices imposes enormous costs on organizations
- costs that will eventually lead to their death.
The ValueWeb makes use of all the dynamics inherent
in open networks and provides these adaptive systems
with the systematic transactional capability of
an organization without all the baggage that typically
goes with
it. In other worlds, it seeks to fuse the best attributes
of both systems while limiting their inherent liabilities.
I developed the ValueWeb architecture and seriously
propose it as the prototype design for next generation
of enterprise organization. |
| In
a properly executed ValueWeb, the interest of the
investors, producers and customer/users are aligned
and not in conflict. The purpose of the ValueWeb
is to produce wealth and to distribute it according
to the agreements in place - the entire ValueWeb
is the ENTERPRISE and is the
market. Creating and supporting sustainable ValueWebs
is at the core
of MG Taylor’s work [link]. |
|
| The
RDS ValueWeb Sponsor Program offers
the Sponsor several values not easily obtained
elsewhere and almost never together. The Program
is equally responsive and profitable [link] for
an individual, a community, a business, a foundation
or a government. In fact, all of these organizational
recursion levels of our social
fabric have to be involved
if the RDS concept is to be fully
realized. |
| The
RDS offers a sponsor tasteful,
high value, “institutional” promotional exposure;
real-world product/process testing (if relevant
to them); an unique opportunity for executive and
knowledge worker development; and, the satisfaction
of a
worth-while
and effective
social investment that also offers, for those who
invest cash beyond “in kind” products and services,
a long term ROI (basically, capital preservation). |
| Sponsorship
is not unlike backing a racing team or product
placement in a movie except that this is a far
more serious business and the sponsorship has to
be based on the real utility of the Sponsor’s product/service/knowledge
to RDS deployments. We will not accept Sponsorship
for anything except that which we would otherwise
buy for use in an RDS application. |
| And,
we require, at different times in the sponsership
period, involvement in deployments from members
of the sponsoring organization. |
| In
turn, we provide real world exposure of the Sponsors
products/services, training in our methods for
Sponsor personnel, and systematic, documented performance
feedback of all aspects of what the sponsor provided
(tools, processes, people, knowledge) with suggestions
for improvement. This is real world, real time
R&D
and rapid prototyping in demanding, high-performance,
high-stakes environments. In addition, the Sponsoring
organization can do tasteful institutional advertising
featuring their involvement in concrete applications
producing social good - not an easy venue to replicate. |
| While
the principles are the same for each Sponsor relationship,
the terms of each are customized to fit the circumstance
and the specific capacities and requirements of
each Sponsor. Based on prior experience, it is
estimated that a appropriate Sponsor time commitment
is three years. |
| Sponsors
will have a voice in the governance function of
the RDS. |
| For
further information, e-mail [link]. |
|
Matt
Taylor
Palo Alto
October 14, 2004
SolutionBox
voice of this document:
INSIGHT • STRATEGY • CONSTRUCTION DOCUMENT
|
|
posted:
October 14, 2004
revised:
December 27s, 2004
• 20041014.102630.mt • 20041020.224527.mt •
• 20041031.923098.mt • 20041110.112344.mt
•
• 20041227.000081.mt •
(note:
this document is about 40% finished)
Copyright© Matt
Taylor, 1983, 1988, 2004
IP
Statement and Policy
|
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