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Preface | ||
Acknowledgments | ||
Ch. 1 | A New Wisdom | 1 |
Ch. 2 | Oracle and Lafarge: Perpetual Transformation in Action | 7 |
Ch. 3 | Chaos Dynamics: Lessons from the New Sciences | 23 |
Ch. 4 | The Ten Principles | 35 |
Ch. 5 | Principle I. Create Adaptive Strategies | 43 |
Ch. 6 | Principle II. Maintain Long-term Identity while Repositioning | 55 |
Ch. 7 | Principle III. Compete for Industry Sustainability | 63 |
Ch. 8 | Principle IV. Use Strategic Inflection Points | 69 |
Ch. 9 | Principle V. Link Transformation to Shareholder Value Creation | 79 |
Ch. 10 | Principle VI. Develop Ambitions Greater than Means | 87 |
Ch. 11 | Principle VII. Design Decision-making Systems for Self-organization | 93 |
Ch. 12 | Principle VIII. Fluidify the Organizational Structure | 107 |
Ch. 13 | Principle IX. Use Organizational Instability to Catalyze Learning | 115 |
Ch. 14 | Principle X. Reenvision Leading: From Command and Control to R(E)volutionary Influence | 123 |
Ch. 15 | Managing Information: A Key to Successful Implementation | 131 |
Ch. 16 | Environmental Sustainability: An Extension of the Ten Principles | 159 |
Ch. 17 | Conclusion | 183 |
App. 1 | The New Corporate Reality | 187 |
App. 2 | Chaos Models in Business: Notes for the Technically Minded | 213 |
Notes | 223 | |
Index | 227 |
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