1. 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

2. + - 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

3. 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)

4. 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