ABOUT THE AUTHOR JOHAN WALLIN, who started his career as a marketing executive, is now managing partner of Synocus Group, an international consulting company with offices in Helsinki, Shanghai and New York. He co-authored the book Prime Movers with Professor Rafael Ramírez in 2000, and has published a number of articles on customer orientation and capability building. Dr Wallin has been an advisor to companies such as ABB, Canon, Nokia, Nordea, Sandvik, TeliaSonera, Tetra-Pak, and UPM-Kymmene, as well as leading public service organizations. Business Orchestration is continuously discussed within its own forum: www.businessorchestration.com

• Acknowledgments xiIntroduction xvPart I: Conditions for Prime Movership1 Value-creating Capabilities 7The Anatomy of Value Creation 12The Offering: the Case of an Auction House 20Operational Capabilities 242 Focus on Learning 31Digital Convergence and Learning 34Learning in Communities 39The Impact of Digital Convergence on Offerings and Capabilities 43Learning Contexts 47The Nature of Creative Work 533 Orchestrating Leadership 59Alternative Orchestration Strategies 65Orchestrating Leaders 71The Orchestration Arena 79Part II: Learning Contexts4 Information Acquisition 89Securing Seamless Information Transmission 95Recouping Investments by Shifting Focus from Consumers to Carriers 101Leadership Implications – The Value of an Orchestration Platform 1065 Problem Solving 111Leadership Implications – Institutionalizing Collective Regional Knowledge Building 1206 Co-experiencing 125Composing, Orchestrating, and Contemplating 134Leadership Implications – Experience Provision as a Tool to Drive Change 1367 Insight Accumulation 141The Central Tenets of the Linux Philosophy – Sharing Information and Having Fun 145Leadership Implications – Learning-Based Customer Segmentation 1508 Transitional Objects 155Supporting Learning with Transitional Objects 157Information Acquisition and Transitional Objects 159Problem Solving and Transitional Objects 161Co-Experiencing and Transitional Objects 163Insight Accumulation and Transitional Objects 164Appropriate Transitional Objects in Different Learning Contexts 166Part III: Building Capabilities9 Core Resources 173Excellence in Execution – Building a Superior Supply Chain Strategy 175The Influence of Digital Convergence on the Cell-Phone Market 179Who Will Own the Customer? 182Leadership Implications – Industry Mapping 18710 Offering Concepts 191Leadership Implications – Balancing Efficiency and Creativity 20211 Customer Interactions 207A Historical Preview of Customer Communities 211Embodied Values as Nurturers of Customer Communities 217Leadership Implications – Co-Aligning the Strategy with Major Customers 22312 Value Constellations 227The Evolving Nature of Communities 238Ethos – the Glue of a Resource Community 240Leadership Implications – Building New Value Constellations 24313 the Iocc Framework 247The IOCC Framework 255Part IV: the Leader as Orchestrator14 the Leader as Conductor 265Conducting an Orchestra: Instilling Disciplined Creativity 266Orchestrating Based on Power or Knowledge? 273The Game Plan 27815 the Leader as Architect 281Architecture Shaping its Environment 288Operational Architecture 28916 the Leader as Auctioneer 299Information Architecture 31017 the Leader as Promoter 315Social Architecture 323The Orchestration Architecture 32418 Thriving, Aware, and Engaging 331Characterizing an Orchestrator 344Epilogue 355The Business Idea 355The Business Leader as Statesman 357Orchestration and the World of People 359Notes 365References 375Index 385