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Competing on the Edge: Strategy as Structured Chaos

Competing on the Edge: Strategy as Structured Chaos. The intellectual roots of new perspectives on organizational change The common traps in organizational change The case of Microsoft Multimedia. Complex adaptive systems Complexity theory Dissipative equilibrium Attractors

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Competing on the Edge: Strategy as Structured Chaos

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  1. Competing on the Edge: Strategy as Structured Chaos • The intellectual roots of new perspectives on organizational change • The common traps in organizational change • The case of Microsoft Multimedia

  2. Complex adaptive systems Complexity theory Dissipative equilibrium Attractors Complexity catastrophe Error catastrophe Modularity Coadaptation Regeneration Natural selection Mutation Recombination Genetic Algorithms Self-Organization Intellectual roots and Technical Terminology Theories of Non-Linear Dynamics Theories of Biological Evolution

  3. Gottfried Mayer-KressCenter for Complex Systems ResearchBeckman Institute and Department of PhysicsUniversity of Illinois at Urbana-Champaign

  4. Some Interesting Sites for Ideas http://www.santafe.edu/ http://www-chaos.umd.edu/ http://pespmc1.vub.ac.be/ http://www.chasmgroup.com/

  5. The Chaos Trap Excitement Innovation Creativity Warning Signals Source of Chaos Rule breaking culture Loose structure Random communication Focus on being innovative and creative Confusion Late to Market Lost markets Unrealized Strategy

  6. The Bureaucratic Trap Process control Efficiency Warning Signals Source of Bureaucracy Rule following Culture Rigid structure Channeled communication Focus on Structure and Process Loss of flexibility Predictable strategy Wrong products

  7. The Lockstep Trap Possible Synergies Warning Signals Source of Lockstep Skybox perspective Collaboration On everything All businessesthe same Focus on Coordination And synergies Rigid response to changes Indistinct strategies Lost competencies

  8. The Star Trap Good fit with markets Strong motivation Warning Signals Source of Star Trap No one in chargeRandom collaboration Every business is a star Focus on adapting to unique market demands Duplication Lost opportunities Uncoordinated strategy Fiefdoms

  9. The Overconnect Trap High synergy Business Model Warning Signals Source of Over connection Too littlenovelty Repeated layering Tight configuration Focus on the past and itssuccesses Slowing pace Unhappy employees Static strategy Stolen future

  10. The Disconnect Trap No legacyconstraint Leave establishedbusinesses intact Warning Signals Source of Disconnect Too much novelty No criticalmass of peopleChasm betweenold and new Focus on thenew and itsopportunities Avoidable mistakes Duplication Failed diversification Slow pace, high costs

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