But some engagement with these philosophical issues is necessary (a) to surface the nature of the constraint discovery process that leads to the strategist’s selection of constraints and their subsequent synthesis into a BM, and (b) to dig into why, if the firm is to be understood as a value-adding apparatus, it must also be seen as a practice, not merely as a statement like a computer program, or a design, or a machine, or a culture, or in the other ways we sometimes regard it.
