Assess the situation
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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Search the space of ideas, and environmental situation to construct prioritized plans matched to the market

Summary
This page reviews the potential to benefit from strategy in a complex adaptive system (
This page introduces the complex adaptive system (CAS) theory frame.  The theory is positioned relative to the natural sciences.  It catalogs the laws and strategies which underpin the operation of systems that are based on the interaction of emergent agents. 
John Holland's framework for representing complexity is outlined.  Links to other key aspects of CAS theory discussed at the site are presented. 
CAS
).  The
Dietrich Dorner argues complex adaptive systems (CAS) are hard to understand and manage.  He provides examples of how this feature of these systems can have disastrous consequences for their human managers.  Dorner suggests this is due to CAS properties psychological impact on our otherwise successful mental strategic toolkit.  To prepare to more effectively manage CAS, Dorner recommends use of:
  • Effective iterative planning and
  • Practice with complex scenario simulations; tools which he reviews.   
challenges
described by Dorner require a careful search of the proximate environment. 
Introduction
While customers are unlikely to know what products and services will improve their lives, they do understand in great detail what they need to do and how they struggle to do it.  Asking them for required features is easy to do but is unlikely to achieve the goal of identifying value generating opportunities. 

Good strategy is based on more
Rather than oppose the direct thrust of some environmental flow agents can improve their effectiveness with indirect responses.  This page explains how agents are architected to do this and discusses some examples of how it can be done. 
indirect methods
.  Having observed the trials and tribulations of a customer in a target market value add can be made to correspond to goals that imprive the customers situation.  But to prioritize so that effective approaches score maximally requires awareness of valid solution strategies and how well these integrate with the eco-system in which the enterprise exists. 
This page introduces the complex adaptive system (CAS) theory frame.  The theory is positioned relative to the natural sciences.  It catalogs the laws and strategies which underpin the operation of systems that are based on the interaction of emergent agents. 
John Holland's framework for representing complexity is outlined.  Links to other key aspects of CAS theory discussed at the site are presented. 
Complex adaptive system
(CAS) theory identifies:
So to understand the situation these four system elements must be seen in
This page discusses the interdependence of perception and representation in a complex adaptive system (CAS).  Hofstadter and Mitchell's research with Copycat is reviewed. 
perspective


To persist, the control and distribution network will have to match the rate of the production function to 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. 
inputs and output flows
so that these remain ubiquitous.  

Adaptation in evolutionary biology is a trait that increased the number of surviving offspring in an organism's ancestral lineage.  In Deacon's conception of evolution an adaptation is the realization of a set of constraints on candidate mechanisms, and so long as these constraints are maintained, other features are arbitrary. 
requires parallel operation of the various search processes, genetic operations and production functions and flows through the system.  Each participant's control structure must decide how to set the relative rates of each flow and function. 

In a business the effective coordination of the
This page discusses the effect of the network on the agents participating in a complex adaptive system (CAS).  Small world and scale free networks are considered. 
network
topology and rate setting activities requires shared awareness of the situation in the production functions and flow levels.  Its a powerful effector, and as such its a control point for strategic manipulation (see
This page discusses the benefits of bringing agents and resources to the dynamically best connected region of a complex adaptive system (CAS). 
centralization
,
This page discusses the strategy of confusing the control system of a complex adaptive system (CAS). 
unbalance
). 
This page looks at how scenarios allow people to relate to the possible evolution of the business and its products and services.  The Long view process is highlighted. 

Value based customer segmentation is reviewed.  Keirsey's psychological categorization and 'crossing the chasm' are highlighted. 

Three alternate systems are framed as long view scenarios (1) development of a billing mediation business, (2) development of the Grameen Bank the first micro loan bank and (3) some classic chess games. 

Some of the scenarios will be referenced in the SWOT and planning pages of this frame.  In particular the complex adaptive system (CAS) goals used will be referenced by the planning pages schemetic goals. 
Scenario analysis
- builds alternative stories that are relevant to the audience, presents thought provoking visions of the future, and focuses attention on the key implications and returns to effectively coordinate the rate setting process. 

Competitor actions highlight other key parallel contributions to the search and operational strategies.  They will
Walter Shewhart's iterative development process is found in many complex adaptive systems (CAS).  The mechanism is reviewed and its value in coping with random events is explained. 
force changes of plan
.  Competitive intelligence can identify missing search strategies and results and highlight the
The page describes the SWOT process.  That includes:
  • The classification of each event into strength weakness opportunity and threat.  
  • The clustering process for grouping the classified events into goals.  
  • How the clusters can support planning and execution. 
Operational SWOT matrices and clusters from the Adaptive Web Framework (AWF) are included as examples. 
strengths, weaknesses and constraints
of key competitors. 
Plans emerge in complex adaptive systems (CAS) to provide the instructions that agents use to perform actions.  The component architecture and structure of the plans is reviewed. 
Schematic action plans
allow adjustments in response to competitor
Agents use sensors to detect events in their environment.  This page reviews how these events become signals associated with beneficial responses in a complex adaptive system (CAS).  CAS signals emerge from the Darwinian information model.  Signals can indicate decision summaries and level of uncertainty. 
signals
and actions. 
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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. 
Strategy
| 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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