An IBM Global CEO Study conducted in 2010 concluded that complexity was the primary challenge emerging out of its conversations with 1,500 CEOs and senior government officials.  CEOs told us they operate in a world that is substantially more volatile, uncertain and complex.  At B-School? This is where we enter the world of design.  . MORE >>

Over the past twenty years I have been involved in a number of initiatives dealing with disruptive innovations.  One of the major challenges in managing disruptive innovations is that even if you are sure that change is inevitable and you must therefore embrace the new ideas and technologies, you really don’t know what lies ahead.  MORE >>

I recently covered the BetaCodex Guide to Organizing for Complexity. The challenge of moving from a hierarchical to a network structure is a complete shift in how we have thought about organizations. This paper carries on from the last and includes enough practical information to make real structural change in organizations. MORE >>

The management of disruptive innovations is very different when looking at relatively simple or self-contained technologies, products or services versus highly complex platforms and infrastructures.  The dynamics of innovation with complex platforms and infrastructures is quite different.  Transistors took their place. MORE >>

As hyperlinks subvert hierarchy , so does work fragmentation subvert organizations. In knowledge-based work the primary unit of value creation has shifted from the organization to the individual. This in turn fosters a diversity of ideas, and promotes innovative thinking. complexity SocialBusiness Wirearchy Stowe Boyd. MORE >>