Task A2.1: List the Primary Activities

What is Task A2.1?

Task A2.1 is part of the "Observe" phase in the Viability Canvas methodology, specifically within the "System One: the Operation" step (Step A2). This task instructs you to "Take the list from A1.4 and write down the jobs that are primary activities of the System-in-Focus. These are the operational elements. Sketch small VSMs within the large Operational ellipse - one for each unit."

Purpose of Listing Primary Activities

The purpose of this task is to identify the core operational elements within your System-in-Focus that directly contribute to value creation. This serves several important functions:

1. Clarifying value creation: Identifying which parts of the organization directly create value for customers or stakeholders
2. Differentiating operations from support: Distinguishing between primary activities and supporting functions
3. Establishing the foundation: Creating the basis for further VSM analysis, as System 1 is the foundation of the viable system
4. Visualizing operational structure: Mapping the relationship between different operational units
5. Focusing improvement efforts: Ensuring attention on elements that directly deliver the organization's purpose

By identifying the primary activities, you establish a clear understanding of what your organization actually does to create value - "the system is what it does" as Stafford Beer would say.

Understanding System 1 Primary Activities

In the context of the Viable System Model (VSM), "primary activities" or System 1 units are:

• Operational units that directly create value for customers or stakeholders
• Units that perform the core functions that fulfill the organization's purpose
• Elements that would typically be considered "profit centers" rather than "cost centers"
• Units that could potentially exist as independent viable systems
• Parts of the organization that engage directly with their own portion of the external environment

These are distinguished from supporting functions, management activities, or coordination mechanisms, which will be identified in later steps of the analysis.

How to Complete Task A2.1

To list the primary activities of your System-in-Focus:

1. Retrieve the comprehensive list you created in Task A1.4, which included all parts and stakeholders of your System-in-Focus.
2. Identify operational elements by asking:
   • Does this element directly create products or services for customers?
   • Is this a "profit center" rather than a "cost center"?
   • Could this element potentially operate as an independent unit?
   • Does this element have direct interaction with its own portion of the external environment?
   • Is this work directly part of what the organization is "really about"?
3. Filter out support functions such as:
   • Engineering maintenance
   • IT departments (unless software development is your primary business)
   • HR, Finance, and other administrative functions
   • Quality assurance and similar supporting roles
4. Group related operational activities into coherent units if necessary.
5. Sketch VSM representations for each identified operational unit within the large operational ellipse on your VSM diagram:
   • Draw a small oval for each unit
   • Label each with its name or function
   • These should be positioned within the larger System 1 oval on your Canvas

Example Application

For example, in a manufacturing company:

• Manufacturing units would be System 1 (primary activities)
• Warehousing and logistics might be System 1 if they directly serve customers
• Sales teams serving different markets might be separate System 1 units
• IT department would typically not be System 1 (unless IT services are the company's primary product)

For a software development company:

• Development teams would be System 1
• Customer support might be System 1 if it's a core service offering
• The IT infrastructure team would generally not be System 1, as they support development rather than create direct value

Common Pitfalls to Avoid

When completing this task, be aware of these common mistakes:

1. Including supporting functions: Remember that System 1 only includes direct value-creating activities, not support services.
2. Too many units: Avoid fragmenting your organization into too many System 1 units; focus on major value streams.
3. Too few units: Conversely, don't oversimplify by combining distinct operational areas that serve different purposes or environments.
4. Confusing organizational hierarchy with systems: The VSM is not an organizational chart; focus on value creation, not reporting structures.
5. Mixing recursion levels: Ensure all identified System 1 units exist at the same level of recursion (i.e., they are all components of your chosen System-in-Focus).

By carefully identifying your System 1 operational units, you establish the foundation for all subsequent VSM analysis and design work.