Aysmmetries frame
This page describes the organizational forces that limit change.  It explains how to overcome them when necessary. 

Power& tradition holding back progress
This page uses an example to illustrate how:
  • A business can gain focus from targeting key customers,
  • Business planning activities performed by the whole organization can build awareness, empowerment and coherence. 
  • A program approach can ensure strategic alignment. 
Be responsive to market dynamics
This page uses the example of HP's printer organization freeing itself from its organizational constraints to sell a printer targeted at the IBM pc user. 
The constraints are described. 
The techniques to overcome them are implied. 
Overcome reactionaries
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Structural asymmetries

This page introduces a series of asymmetries which encourage different strategic approaches.   
The differences found in business, sexual selection, gamete structure, as well as in chess encourage escalations in the interactions. 
And yet the systems including these asymmetries can be quite stable. 
This web frame describes a collection of asymmetric structures that determine the
Flows of different kinds are essential to the operation of complex adaptive systems (CAS). 
Example flows are outlined.  Constraints on flows support the emergence of the systems.  Examples of constraints are discussed. 
that characterize the
This page introduces the complex adaptive system (CAS) theory frame.  The theory provides an organizing framework that is used by 'life.'  It can illuminate and clarify complex situations and be applied flexibly.  It can be used to evaluate and rank models that claim to describe our perceived reality.  It catalogs the laws and strategies which underpin the operation of systems that are based on the interaction of emergent agents.  It highlights the constraints that shape CAS and so predicts their form.  A proposal that does not conform is wrong. 

John Holland's framework for representing complexity is outlined.  Links to other key aspects of CAS theory discussed at the site are presented. 
they are part of. 

This page discusses the mechanisms and effects of emergence underpinning any complex adaptive system (CAS).  Physical forces and constraints follow the rules of complexity.  They generate phenomena and support the indirect emergence of epiphenomena.  Flows of epiphenomena interact in events which support the emergence of equilibrium and autonomous entities.  Autonomous entities enable evolution to operate broadening the adjacent possible.  Key research is reviewed. 
Emergent systems
are often faced with structural choices which result in two, or three, alternative developments is a phase during the operation of a CAS agent.  It allows for schematic strategies to be iteratively blended with environmental signals to solve the logistical issues of migrating newly built and transformed sub-agents.  That is needed to achieve the adult configuration of the agent and optimize it for the proximate environment.  Smiley includes examples of the developmental phase agents required in an emergent CAS.  In situations where parents invest in the growth and memetic learning of their offspring the schematic grab bag can support optimizations to develop models, structures and actions to construct an adept adult.  In humans, adolescence leverages neural plasticity, elder sibling advice and adult coaching to help prepare the deploying neuronal network and body to successfully compete. 
with different but dependent properties.  One of the choices involves the creation of a structural asymmetry.   Such asymmetries have important consequences for the number of local states and stability of flows of the systems.  Examples of asymmetries include:

The persistence of asymmetric actions by
Plans are interpreted and implemented by agents.  This page discusses the properties of agents in a complex adaptive system (CAS). 
It then presents examples of agents in different CAS.  The examples include a computer program where modeling and actions are performed by software agents.  These software agents are aggregates. 
The participation of agents in flows is introduced and some implications of this are outlined. 
requires dependence on the alternative strategic outcome and competition by the agents for the same resources.  And yet each of agents is performing action plans from a shared schematic pool.  The maintenance of a rich set of alternative schemata ensures the system can reach and then persist in a wide variety of
The complex adaptive system (CAS) nature of a value delivery system is first introduced.  It's a network of agents acting as relays. 

The critical nature of hub agents and the difficulty of altering an aligned network is reviewed. 

The nature of and exceptional opportunities created by platforms are discussed. 

Finally an example of aligning a VDS is presented. 
Market Centric Workshops
The Physics - Politics, Economics & Evolutionary Psychology
Politics, Economics & Evolutionary Psychology

Business Physics
Nature and nurture drive the business eco-system
Human nature
Emerging structure and dynamic forces of adaptation

integrating quality appropriate for each market
This page looks at schematic structures and their uses.  It discusses a number of examples:
  • Schematic ideas are recombined in creativity. 
  • Similarly designers take ideas and rules about materials and components and combine them. 
  • Schematic Recipes help to standardize operations. 
  • Modular components are combined into strategies for use in business plans and business models. 

As a working example it presents part of the contents and schematic details from the Adaptive Web Framework (AWF)'s operational plan. 

Finally it includes a section presenting our formal representation of schematic goals. 
Each goal has a series of associated complex adaptive system (CAS) strategy strings. 
These goals plus strings are detailed for various chess and business examples. 
| Design |
This page uses an example to illustrate how:
  • A business can gain focus from targeting key customers,
  • Business planning activities performed by the whole organization can build awareness, empowerment and coherence. 
  • A program approach can ensure strategic alignment. 
Program Management
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