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

Power& tradition holding back progress
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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Adaptive methodology enables progressive forces to operationalize strategy

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. 
When all the middle managers left the company the take over was final.  But the new leaders 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. 
had no understanding of our products, markets or value propositions.  While they had the trust and distrust are evolved responses to sham emotions.  During a friendship where no sham emotions have been detected trust will build up. 
of the executives, and the authority to act they didn't know what was inhibiting success or even who to ask, had they wanted too.  Two things turned this frustrating paradox around.   One was a decision to talk to the current customers and focus in on a small group of them.  The other was the introduction of a
This page discusses the program strategy in a complex adaptive system (CAS).  Programs enable executive leadership to undermine counterproductive extended phenotypic alignment within functions.  Programs generate coherent end-to-end activity.  The mechanism is reviewed. 
program based approach
to running the operation. 

The customers who were told they would not be a focus of the organization were generally pleased to know what was happening.  For those identified as targets there was the opportunity to share their needs, issues and work practices. 

The organization had to internalize the implications of the focus strategy and execute.  But people were afraid of further reductions in cost structure, and were already working hard.  The management proposed: direct participation in the planning of the business, a flat operational structure, objectives that they agreed made sense and an open feedback and control system. 

As the organization worked through the business planning activities, identifying competitors' strategies, internalizing customers' business needs, the potential of our best strategies became better understood and a vision of success became accepted. 

The team managers worked closely on exercises aimed at gaining understanding of each other's strengths and weaknesses.  A belief that the operation could make the business a success encouraged commitment and interdependence.  Monthly program reviews ensured that issues were widely understood and changes to the plans were recorded, tracked and executed. 

Everyone could feel the excitement, and understood their contribution.  Redirecting a failed business is difficult but a
This page discusses the program strategy in a complex adaptive system (CAS).  Programs enable executive leadership to undermine counterproductive extended phenotypic alignment within functions.  Programs generate coherent end-to-end activity.  The mechanism is reviewed. 
program approach
can enable an organization to focus on progress with significant results for the people and business. 

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. 
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