Complexity Theory Analysis Intervention COMPLEX KNOWABLE CHAOS KNOW Closed Intervention Analysis COMPLEX KNOWABLE ( Tacit ) ( Explicit ) ( Growth Block ) ( Professional Block ) Abrasive Boundary Learning Teaching CHAOS KNOW Notes: ( Tacit ) ( Explicit ) ( Incremental ) ( High Risk ) Stable State David Snowden Open 2002

+ - Notes: Growth Chart for Corporate New Business Development Tech Center Marketing & Sales (Anthropolgy) Acquisition / Affiliation (160 KAI) Managed Risk Innovator Emerging Sales & Marketing (Expediting) Platforms Horizon #3 Pacing + IDEA BANK PHASE/GATE PORTFOLIO Degree of Difficulty Technology Culture Key - Horizon #2 Incremental Products MANAGEMENT PROJECT MANAGEMENT & STAGE/GATE CI Base Horizon #1 PORTFOLIO MANAGEMENT Notes: Adapter #7 #6 #5 #4 #3 #2 #1 (32 KAI) Seven Levels of Change Do The Right Things (Vision) Doing Things Right (Management) Doing Things That Can’t Be Done (Innovation) Doing Things Better (CI Effort) Doing Things No One Else Is Doing (Market Driven) Stopping Doing Things (Portfolio) Doing Things Other People Are Doing (Benchmarking) Kenneth English 2002

Conquering Uncertainty - Theodore Modis - McGraw-Hill Kenneth English 5/23/99 Highlights of Seasonal Recommendations Fundamental Change Segmentation Decentralization Enterpreneurship Business Process Engr. Fire Bureaucrats Work ethic Action Learning Product Innovation Build Capacity Continuous Improvement Hire Specialist Vertical Integration Conservation Leadership Excellence TQM Specialist Evolve into Bureaucrats Tighten Belt Benchmarking Back to Basics Process Innovation Face Lift Hire Generalist Winter Spring Summer Fall Winter The BCG Matrix as Modified by Growth Dynamics Notes: Learning Opportunities (High) Pricing as an Art Strengths Complacency Value-Driven (Product Focused Spring Metrics Summer Discounts Pricing as a Science Spring Vision-Driven (Top-Down) Pricing for Profits Pricing on Value Hard Work What Summer Cost/Benefits Analysis Commodity Pricing Why Not Order 1 1 2 2 3 3 4 4 5 Importance in the Future International Accounts Branding Entrepreneurship S/W Tools Differentiated Why HOW Teaching Change Ability Price Wars Culture-Drive (Bottom-Up) Winter Fall Cost-Driven (Process Focused) Pricing on Cost X-Border Winter Elasticity Fall Chaos (Low) Loss of Market Share In Transition Aging (Low) Satisfaction at Present (High)

ET Corporate Participation EMERGENT ACTION RATIONAL ACTION CONSTRAINED ACTION External Funding Site-Visits 6 Sigma Product Portfolio CONSERVATION CREATIVE NETWORK CHARISMATIC LEADERSHIP Strategic Management Corporate Portfolio Emerging Technologies Choices Manufacturing & Service Crisis Notes: Lean 6 Sigma STRATEGIC MANAGEMENT Charismatic Leadership ENTREPRENEURIAL ACTION CONFUSION Technology Portfolio Design for 6 Sigma Transformation Acquisitions r-strategy k-strategy David Hurst