If you haven't seen enough examples to instinctively pattern-match what I'm talking about, think of a stack as somewhere between an industry sector like "aerospace" and a functional specialization like "marketing."
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Is the drone industry part of aerospace? Yes and no... there's an aerospace renaissance on to be sure, and some of it overlaps with the old kind and with lots of FAA regulations and such, but really what we have is a "new aerospace stack"
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covers the tech needed to build useful end-to-end capabilities for everything from delivery drones to surveillance to disaster relief search-and-rescue to even indoor toys/games/robotic assistance... yes, bits of it look like boeing, but lots of it do not...
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Here there is a 1:1 correspondence. Old aerospace is retreating to high-end/high-cost "platform" organization. In other cases, it's entirely new. There's a "sidewalk stack" for example (scooters, bike rentals, hoverboards, delivery robots, inspection robots)
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I'd probably call that the "smart sidewalk" stack or "low-power urban mobility stack" ... currently a half-baked cake of technologies that impact many current and potential markets and businesses/orgs
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Does your model imply you should Build a stack of components, where Wardley might imply you should Buy some of the pieces that are more mature?
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I like the notion of a strategic grip talks about -- dominating a stack by gripping it in the right place. Good way to bridge what Wardley is talking about and what I am.
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Thanks for the mention! Catching up on the discussion—but here's the relevant extract of europeanstraits.substack.com/p/thoughts-on-
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You should develop that into a full-blown idea. I think the idea of a "grip" is actually strong enough to anchor an entire book if you treat it right.
Interesting :-) Not sure I want to venture into writing another book at the moment, but I'll reflect on it!
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