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

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

3. Gottfried Mayer-Kress Center for Complex Systems Research Beckman Institute and Department of Physics University of Illinois at Urbana-Champaign

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

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

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

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

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

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

10. Focus on the new and its opportunities Too much novelty No critical mass of people Chasm between old and new Too much novelty No critical mass of people Chasm between old and new No legacy constraint Leave established businesses intact No legacy constraint Leave established businesses intact Avoidable mistakes Duplication Failed diversification Slow pace, high costs Avoidable mistakes Duplication Failed diversification Slow pace, high costs The Disconnect Trap Source of Disconnect Warning Signals