Progress & tradition
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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Operationalizing a strategy that demands change is a risky business. 

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

Reactionary forces protect the organizational coalition from needlessly restructuring an effective organization. However, when change is necessary - to change the status quo to our advantage or escape from an
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. 
that can no longer sustain the business; progress must overcome these forces.

Understand the forces
Typical forces that can be operating:
Overcoming the forces 
For a visionary leader now aims to develop plans and strategies which ensure effective coordination to improve the common good of the in-group.  Pinker notes the evolved pressure of social rivalry associating power with leadership.  Different evolved personality types reinforced during development provided hunter-gatherer bands with alternate adult capabilities for coping with the various challenges of the African savanna.  As the situation changed different personalities would prove most helpful in leading the band.  Big men, chiefs and leaders of early states leveraged their power over the flow of resources to capture and redistribute wealth to their supporters.  As the environmental state changed and began threatening the polity's fitness, one leader would be abandoned, replaced by another who the group hoped might improve the situation for all.  Sapolsky observes the disconnect that occurs between power hierarchies and wisdom in apes.  In modern Anglo-American style corporations, which typically follow Malthus, and are disconnected from the cultural superOrganism nest site, the goal of leadership has become detached from the needs of this broader polity, instead: seeking market and revenue growth, hiring and firing workers, and leveraging power to reduce these commitments further.  Dorner notes that corporate executives show an appreciation of how to control a CAS.  Robert Iger with personality types: Reformer, Achiever, Investigator; describes his time as Disney CEO, where he experienced a highly aligned environment, working to nurture the good and manage the bad.  He notes something is always coming up.  Leadership requires the ability to adapt to challenges while compartmentalizing.  John Boyd: Achiever, Investigator, Challenger; could not align with the military hierarchy but developed an innovative systematic perspective which his supporters championed and politicians leveraged.  John Adair developed a modern leadership methodology based on the three-circles model. 
, determined as to the future direction for business success the hierarchic forces stimulated by fear is an emotion which prepares the body for time sensitive action: Blood is sent to the muscles from the gut and skin, Adrenalin is released stimulating: Fuel to be released from the liver, Blood is encouraged to clot, and Face is wide-eyed and fearful.  The short-term high priority goal, experienced as a sense of urgency, is to flee, fight or deflect the danger.  There are both 'innate' - really high priority learning - which are mediated by the central amygdala and learned fears which are mediated by the BLA which learns to fear a stimulus and then signals the central amygdala.  Tara Brach notes we experience fear as a painfully constricted throat, chest and belly, and racing heart.  The mind can build stories of the future which include fearful situations making us anxious about current ideas and actions that we associate with the potential future scenario.  And it can associate traumatic events from early childhood with our being at fault.  Consequent assumptions of our being unworthy can result in shame and fear of losing friendships.  The mechanism for human fear was significantly evolved to protect us in the African savanna.  This does not align perfectly with our needs in current environments: U.S. Grant was unusually un-afraid of the noise or risk of guns and trusted his horses' judgment, which mostly benefited his agency as a modern soldier. 
will limit creativity and risk taking.  The fear must be removed. 

The complexity of behavior is explored through Sapolsky developing scenarios of our best and worst behaviors across time spans, and scientific subjects including: anthropology, psychology, neuroscience, sociology.  The rich network of adaptive flows he outlines provides insights and highlight challenges for scientific research on behavior. 

Complex adaptive system (CAS) theory builds on Sapolsky's details highlighting the strategies that evolution has captured to successfully enter niches we now occupy. 

forces will typically be required to develop a scalable operation, but they must be checked while structural changes are executed.  In particular powerful incumbents may not personally benefit from the required changes.  In my experience a few key reactionary elements may have to be removed from the organization as part of a tipping-point process to align all of organization, and its Eco-net with the leaders progressive strategy. 

The behavioral structure of an operation will also have devolved responsibilities to particular functional units.  These placements are unlikely to be optimal as the change takes place, so a flattened organization will have to deploy with key inputs to the business being reviewed by all participants. 

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 structure
can be used to enable the flattening.  With associated program processes to iterate over the inputs, actions and priorities of the organization the leader can remain in touch with the challenges that appear and stimulate new options when necessary. 

With a flat, program structure people will initially need a credible
Rob's Strategy Studio aims to celebrate and illuminate complex adaptive systems (CAS) just as an art studio does art. 

By way of introduction it notes the complex interactions that led to the partnership that discovered the DNA double helix and genetic code. 

The page introduces the RSS vision 'I act, therefore I think' approach and the RSS mission. 

It describes how many key aspects of the world are CAS including businesses. 

Finally the page explains each of the framed pictures displayed at the studio including the other aspects explored in this vision frame. 

, mission and value proposition to feel a valuable part of the group.  As the development progresses key competitors should be made the out group focus of the organization.  These activities are all enhanced through workshops like Lynn Phillip's 'Building Market Focused Organizations'. 

Core development activities including documentation and training, and the process life-cycle must reflect the market environment being targeted by the leader.  Experienced managers will be able to motivate the teams with the rate of progress and contribution that can be made. 

Re-factoring of the core architecture should be expected to be a fundamental aspect of any development associated with the market shifts that enable progressive actions to succeed. 

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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