Framework creation

Our previous post discussed the popularity of frameworks such as SWOT. They serve as lingua manageria, create shared perceptions of reality within a given realm, serve as signals and allow managers to appear rational in front of other people.

But how are frameworks created in the first place? Budler and Trkman (2020) argued that any framework begins with memes and ideas within a particular realm. Often, groups of people (e.g. strategic managers) take this for granted. Such memes pass from one person to another, often conveying or representing a particular phenomenon, theme or meaning.

Typical memes include “kindergarten is crucial for children’s social development” (among parents), “digitally transform or die” or “understand the value proposition” (in digital transformation), “employees must be engaged and empowered” (in HR) and “you must focus on the customer” (in marketing and logistics). Memes enable communication, signal membership in a group and can serve as small talk and filler material in speeches. For example, “You must constantly innovate your business model” and “We live in a hyperturbulent environment” make ideal opening lines.

It is difficult to identify memes’ exact origins because they often repackage earlier ideas.

However, at a certain time and place, a person comes along who (at least partly by chance) organizes those memes into a coherent framework (e.g., Business Model Canvas). Such frameworks bring structure and rationality to the management society.

Still, most frameworks are seldom used. For example, I have created at least 100 in my life and have forgotten 97 of them. However, those who succeed by achieving critical mass become intersubjective realities. As an intersubjective reality, a framework is more valuable for managers, who can then expect their counterparts to be familiar with it.

Once the framework is part of day-to-day business communication, it becomes self-replicating: the more it is used, the greater its value becomes. Business schools, consulting companies and workshops for C-suite managers also fuel self-replication.

When well-known frameworks are further corroborated by those institutions, it becomes even more difficult for their lesser-known counterparts to enter the management realm. Moreover, as frameworks continue to self-reproduce, they attract attention in other realms and merge with new memes. They sometimes mutate (e.g., the Business Model Canvas, which was enriched by eco-social costs and eco-social benefits), but few such mutations survive.

Practical implications

• Managers can understand the relevant contemporary issues and topics included in a framework.
• The use of a certain framework signals the user’s (manager’s) belonging to a particular realm.
• You can create your own frameworks by drawing on relevant issues (timely memes) and seeking early adopters. Market your framework early on to ensure it spreads like the coronavirus and everyone within a given realm talks about it. Perhaps, in a few years, you will be able to sell 3000€ workshops as Alexander Osterwalder does.
• Reconsider the framework’s value. Did you use the outputs? Does the framework serve only as a smokescreen for indecisiveness? Is it at least a communication tool?
• Understand that many frameworks are valuable only for creating common ground.

Reference

Budler, M., & Trkman, P. (2020/2021). The Nature of Management Frameworks. Journal of Management & Organization, In press.