# Doctrine 2 - Evolution Focus ![[Evolution Focus.svg]] ## Navigating the Evolution of the Enterprise Some time ago, I conceived the idea of an AI writing assistant to aid my writing process in my preferred markdown-app. My idea was in its _Genesis_ stage on the Evolution scale of [[Wardley Map|Simon Wardley]]. I soon discovered that others had similar ideas and some had even developed plugins for my writing app. However, these plugins fell short of meeting my specific needs. As a result, I decided to develop my own plugin (leveraging a LLM based coding assistant). This led to the birth of my _Custom Build_ solution, which for now, serves all my requirements perfectly. By the time you read this, your Apple device or your cloud service may already have integrated such assistants that I’ve created for myself. They’re likely smarter, with more features. This will present a challenge for me, as I’ll need to maintain my own assistant to keep up with the state-of-the-art functionalities. This costs me time and prevents me from focusing in what I really want: writing about [[AME3]]. > The decisions for your product and services today are creating the challenges of tomorrow. Well, I can consider to just work harder or to code more efficient. Which is the most common improvement strategy. Focusing on an evolution strategy might bring me to a much higher level of innovation. In my example I foresee two possible paths: First, I can invest in changing my writing process and setup, and switch to an existing _Product_ that I potentially can buy (with expensive hardware from Apple) or _Rent_ (similarly expensive from Google or Microsoft). In other words, I outsource parts of my writing process. Which adds more value than the money I have to spend. Alternatively, I have the option to offer my solution as a _Product_. Specifically, in my scenario, this would be published as open-source, enabling others to utilize and contribute to it. Should my assistant turn out to be popular (most probably not), I might also consider monetizing it. Likely, the process of writing and reading articles and books will undergo a significant transformation as assistants based on Large Language Model (LLM) become _Commodity_. We will integrate these tools into our workflow as seamlessly as we use water or electrical energy. Until then, many assistant products and services will emerge and disappear from the market. As customers, we will experiment with them and eventually establish a standard for their integration into our daily lives. The same way as we have used pen and paper. Time will tell. ## Why Evolution Matters Most My simple plugin serves as a prime example of how evolution plays out within our products & services. Their components and parts will continue to advance as long as our society invests energy in our markets. Simon Wardley demonstrated this with computing power.  _Evolution of Computing Infrastructure (Simon Wardley, Future "is" predictable_) > Evolution is not a constant flow. The pace of evolution is not constant, as evidenced by the development of Artificial Neural Networks, which form the foundation of today’s AI movement. There was a long period, known as the AI winter, where innovation was stagnant. However, with the availability of vast amounts of data, computing power, and substantial investment capital, things are now moving at a rapid pace. > Evolution moves faster and faster. We can reasonably anticipate that, on average, the pace of Evolution is accelerating. In the early part of the last century, the span of disruptive innovation often exceeded an engineer’s career. Now, as an engineer with 50+ years of age, I find it challenging to tally the number of groundbreaking innovations I’ve had the privilege to observe. > We can’t stop evolution. It is in humans nature. But we can lead it. As an Enterprise, we are constantly faced with decisions on how to innovate our services and products. Innovation could mean outsourcing parts of our services to reduce costs and focus on our core business. Innovation could also be to offer a new service we’ve developed for ourselves as a _product_. Most often, innovation means experimenting with novel ideas in the market and then developing our service further. <!--Improve: Add a general view of the optimization goals: effective, agile, efficient; Why they are of lower order than evolution--> Whenever we advance our product and services along the evolution path, reorganization becomes necessary. While this may seem dramatic, it’s standard practice within a [[AME3]] organization. Maintaining flexibility is at the heart of our operations and is embedded in the Agile and Lean methods we employ. Understanding the evolutionary phase of your [[Arena Product|Product]] can guide [[Team|Teams]] and their [[System Lead|System Leads]] in selecting the most appropriate methods and frameworks.  Best use of practices and frameworks Focusing on Evolution is a strategic doctrine in [[AME3]] and occurs through the co-creation process with the experts in the [[Team|Teams]], the [[Owner]] and [[Enterprise Owner]], facilitated by the [[System Lead|System Leads]]. Leading the evolution, making informed decisions, and directing the organization towards the next innovation is also a necessity. This leadership must involve [[1. Empirical Control|Empirical Control]] and [[3. Overall Optimization|Overall Optimization]]. These are the two other [[Strategy|Strategic Doctrines]] inherent to [[AME3]]. <!-- AME3 Naming Checked by LLM-->