Embrace The Chaos: Why Businesses Must Rethink Strategy in a Quantum World

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The world of physics has undergone a seismic paradigm shift. Gone is the clockwork universe of Newton, where everything moved predictably according to fixed laws. In its place, we have quantum physics and complex adaptive systems—a reality defined by uncertainty, fluidity, and sudden leaps to new possibilities. As Werner Heisenberg once said, this requires “a really different attitude toward the problem of reality.”

Businesses, however, are stuck in the old Newtonian mindset. Most still operate as if the world is predictable, controllable, and linear. They cling to rigid strategies, detailed plans, and hierarchical structures, hoping to eliminate uncertainty. But this approach is not just outdated—it’s counterproductive. To thrive in today’s dynamic environment, businesses must embrace the lessons of complexity science and adopt a looser, more experimental approach. It’s time to let go of control and learn to flow with the chaos.

The Flawed Quest for Control

Traditional business thinking is built on the idea that uncertainty is the enemy. Investors demand predictability, so companies respond with elaborate strategies, five-year plans, and top-down directives. Business schools teach these methods with fervor, promising that disciplined planning will deliver consistent outcomes.

But the real world doesn’t work that way. Markets, customers, and technologies are not mechanical systems—they’re complex, adaptive, and unpredictable. Trying to control them is like trying to control the weather. Complexity science shows us that rigid plans often backfire, stifling innovation and leaving companies unprepared for sudden shifts. In a world of constant change, the obsession with control is a recipe for stagnation.

The Power of Disorderly Change

Complexity science offers a different perspective. It tells us that businesses, like living organisms, are open systems—constantly exchanging energy, ideas, and resources with their environment. In such systems, moments of instability aren’t threats; they’re opportunities. These moments, known as bifurcation points, are where systems can leap to new states of higher performance, unlocking fresh waves of value creation.

Think of it as a phase change in physics—like water turning to steam. For businesses, this could mean a breakthrough product, a new market, or a reimagined business model. These leaps don’t come from meticulous planning but from disorderly, experimental action. Companies that embrace this approach—by fostering entrepreneurship, testing bold ideas, and maintaining a portfolio of innovative projects—create the conditions for their own transformation.

Dissipative Structures: Order from Chaos

This idea of thriving through disorder has a name in science: dissipative structures. Living systems, from ecosystems to human cells, maintain order not by avoiding chaos but by channeling it. They take in resources, experiment with new forms, and release waste, creating “islands of order” in a sea of disorder. Businesses can do the same. By encouraging experimentation and tolerating small failures, they can discover new ways to grow, innovate, and adapt.

This doesn’t mean abandoning all structure. It means recognizing that order and disorder work together. Just as a living organism grows stronger by metabolizing food and expelling waste, a business can evolve by testing new ideas and discarding what doesn’t work. The key is to create an environment where experimentation is constant, feedback is rapid, and adaptation is fluid.

The Kinetic Flow State Organization: A Blueprint for Entrepreneurial Flow

One powerful framework for creating this environment is the Kinetic Flow State Organization (KFSO). The KFSO is designed for the 21st-century business landscape, where rapid technological change, globalization, and shifting customer expectations demand agility and responsiveness. Complex systems achieve coherence through an interweaving of enabling constraints – directional influences that don’t constrict or limit the freedom to change and adapt to the environment. KFSO’s exhibit four organizational constraints.

  • Kinetic – designed to be always moving, always changing, at every level from individuals to teams to functions. Movement is designed in, and enables adaptability, which is often a considerable challenge for traditional organizations.
  • Organizational flow – KFSO’s follow the constructal law, a law of physics defined by Dr. Adrian Bejan, stating that all living systems evolve for easier access to the energy that flows through them. What flows through KFSO’s to facilitate value creation is knowledge – knowledge of the customer, of markets, of the business environment, of new technological possibilities, in short, every piece of knowledge that can be utilized to generate value.
  • Individual flow – while engagement is often cited as the metric for the effective contribution of individuals, flow is a much more powerful commitment; the flow state is one of complete absorption, where individuals are performing at their best.
  • Tensegrity – a structure in which components are held together by a balance of pushing and pulling is simultaneously stable and flexible, able to withstand external pressures while adapting to changing conditions. As a living system, an organization constructed with tensegrity can combine the pulling effect of shared purpose with the distributive effect of minimal constraints, so that the tension between freedom and alignment is resolved. The terminology from complex adaptive systems refers to the cohesive effect of competition between diversified single-component behavior (such as the diversified creativity of individuals) and the collective unifying behavior of the whole (such as a shared mission in which all individuals are engaged). That’s tensegrity.

Unlike traditional hierarchical models, which rely on siloed departments and slow decision-making, the KFSO is a dynamic, knowledge-driven system that prioritizes the free flow of ideas, energy, and innovation across the organization.

In a KFSO, the organization is in constant motion—adapting to market signals, customer feedback, and emerging opportunities. Teams are empowered to experiment, make decisions, and pivot quickly, unencumbered by bureaucratic red tape. This “kinetic” approach ensures that businesses remain vibrant and responsive, harnessing the entrepreneurial spirit to drive continuous value creation. By fostering a culture of exploration and expansion, the KFSO creates the conditions for the “flow of entrepreneurship”—where new ideas emerge, evolve, and scale organically, much like the phase changes in complex adaptive systems.

Companies like Amazon and Google exemplify elements of this approach, with their relentless focus on experimentation and customer-centric innovation. But the KFSO model goes further, offering a structured yet flexible blueprint for any business to embed entrepreneurial flow into its DNA. It’s a practical way to operationalize the shift from control to chaos, enabling businesses to surf the waves of uncertainty with confidence.

Facilitating the Flow: The Role of Complex Adaptive Leadership

If the goal is to let go of control, where does leadership fit in? Traditional leadership—directive, top-down, and focused on enforcing plans—has little place in a complex adaptive system. Yet, complexity science suggests a different role: complex adaptive leadership. This isn’t about leading in the conventional sense but about facilitating the conditions for emergence. Leaders in this context act as catalysts, not commanders, creating environments where entrepreneurial action can flourish. They architect the conditions for flow, especially through the removal of barriers.

Complex adaptive leadership involves three key actions: fostering intentionality, ensuring coherence, and injecting resources. First, leaders set a clear purpose—such as prioritizing customer value—a constraint that aligns the organization’s efforts without dictating every step. Second, they promote coherence by encouraging collaboration and knowledge-sharing, ensuring that diverse experiments contribute to a unified goal. Third, they provide resources—time, capital, and tools—to fuel experimentation, allowing teams to explore new possibilities without fear of failure.

This approach requires leaders to relinquish the urge to control outcomes and instead trust the system to self-organize. For example, at a KFSO, leaders might establish rituals like regular all-hands meetings or structured feedback loops to maintain clarity and motivation, while avoiding rigid directives. By letting go, they enable the organization to adapt dynamically, much like a flock of birds navigating a storm through collective, emergent behavior. This facilitative role aligns with the principle of dissipative structures, where order emerges spontaneously from disorder when the right conditions are in place.

A New Way to Enable Flow: Practical Steps for Businesses

So, how do business leaders make this shift? It starts with a mindset change. Instead of striving for predictability, embrace uncertainty as a source of opportunity. Instead of enforcing rigid plans, foster a culture of entrepreneurial action within a framework like the KFSO. Here are three practical steps to get started:

1.  Build a Kinetic Flow State Organization: Restructure your organization to prioritize knowledge flow and agility. Break down silos, empower cross-functional teams, and create systems for rapid experimentation and feedback. Use the KFSO model to guide this transformation, ensuring that ideas and energy move freely across the organization.

2.  Facilitate, Don’t Dictate: Adopt a complex adaptive leadership approach by setting a clear purpose, promoting collaboration, and providing resources for experimentation. Replace top-down control with rituals and frameworks that encourage self-organization, such as regular feedback loops or automated performance reviews.

3.  Embrace Feedback Loops: In complex systems, small actions can lead to big outcomes through positive feedback loops. Listen to customers, monitor market signals, and iterate rapidly. This allows you to amplify what works and pivot away from what doesn’t, driving continuous adaptation.

This approach isn’t about abandoning goals or discipline. It’s about recognizing that the path to success is rarely linear. By creating a flow of entrepreneurial energy within a KFSO and facilitating it through adaptive leadership, businesses can navigate uncertainty and seize moments of transformation.

The Future Belongs to the Adaptive

The paradigm shift in physics—from Newton’s certainties to the fluidity of quantum systems—has rewritten our understanding of the world. Businesses must follow suit. The old model of strategy, planning, and control is no longer viable in a world defined by complexity and change. Instead, companies must learn to surf the waves of uncertainty, using frameworks like the KFSO and facilitative leadership to drive growth.

Those that cling to the old ways risk being left behind. But those that embrace the flow—welcoming disorder, fostering entrepreneurship, and adapting to new possibilities—will find themselves not just surviving but thriving. In a quantum world, the future belongs to the adaptive.

Organizing for emergence.

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One of the most seductive assumptions in business is cause and effect. If we take action X (e.g. cut costs, or launch a new product) outcome Y (e.g. profit or market share) will be the result. This linear cause-and-effect mental model gives rise to another set of models, including strategic planning, budgeting and resource allocation. It has also been the source of the structural form of the firm: hierarchical layers of authority designed for executive management to implement cause-and-effect execution.

Overcoming the fallacy of causal control

But the world doesn’t bend to such simplicity. This mental model is wrong.

Markets and customer preferences shift unpredictably, employee behavior defies management mandates, competitors rewrite the rules of the market, and technology evolves in unanticipated directions. Yet, the residual faith in management control leaves firms rigid and reactive in adhering to the cause-and-effect illusion despite the radical change going on all around them. They need to accept and embrace the world of emergence. The free interaction of individuals with each other and with multiple system components in subjectively specified contexts morph spontaneously into new patterns of outcomes that could never be predicted. The cause-and-effect model simply does not apply.

Complex adaptive systems: reframing the firm

Happily, we have new mental models available to us through the science of complex adaptive systems. A complex adaptive system is an open dynamic network of relationships and interactions between component parts (such as individuals and teams in a firm), and all the artifacts they use (such as computers and spreadsheets and machine tools and money) and the context in which they are embedded (defined by markets and service providers and partners and regulations and customers). A firm is a complex system, incorporating a set of sub-systems, and embedded in a larger ecosystem with multi-dimensional interactions at every level. There’s no linear cause-and-effect at work, and the system can’t be managed. It evolves in ways over which there is no control to be had.

As a consequence of this new understanding, the lens through which we view the firm must change from causes to context.  The firm is a dynamic and ever-changing kaleidoscope of relational patterns to be monitored but not managed. It’s not possible to control outputs through top-down directives or planned actions. We need another goal for organization. That goal is coherence: a constellation of concepts, values, perceptions and practices shared by a community that gives it a wholeness in the form of a particular pattern of relationships and is the basis for the way the community self-organizes.

Constraints: shaping coherence.

What are the organizational tools to shape coherence? They’re tools of design called constraints – soft touch tools such as cultural norms, values, conditions, and shared purpose. In the old paradigm, constraints were obstacles to remove, like bottlenecks on the production line. In the new paradigm, constraints provide a new cohesive living order, subtly aligning individual actions without explicit commands.

Constraints shape the possibility space for firms. They are conditions that limit some possibilities and enable others, actively reshaping the possibility space that’s open for the organization. They’re not causes that dictate outcomes, but they channel energy and behavior. A constraint such as a cultural and operational focus on customer service, for example, can nudge the organization towards a coherent engagement with evolving market needs. Constraints are intentionally designed to amplify desired patterns – like innovation or agility – while dampening dysfunction and dissent. 

Context is king.

Constraints can’t shape a system’s coherence in a vacuum. All systems are embedded in larger systems, and these affect what’s possible in the sub-system. They provide the context that is the ultimate shaper. Context includes industry and economic trends, competitor actions and patterns, societal shifts, cultural norms, technology trends, the talent and educational ecosystem and many more elements, all shifting and moving unpredictably. Coherence can’t survive a misreading of context, while an accurate and adaptive reading can point to opportunities to amplify some constraints and loosen others.

The two flavors of constraints

In context, constraints come in two broad types, each with distinct roles in organizational design.

Context-Insensitive Constraints: These are universal guardrails, unshaken by external conditions. For firms, they include the imperative to generate profit, compliance with legal and regulatory frameworks, adherence to accounting standards, and even basic operational necessities (e.g., maintaining cash flow). They’re the bedrock of stability, ensuring survival across contexts. But over-reliance on them breeds rigidity—profit-maximizing thinking can stifle long-term innovation.

Context-Sensitive Constraints:
These are dynamic, weaving coherence by linking actions to their environment. Experiments can generate a results matrix of what works and what doesn’t, narrowing the range of investment into a targeted sphere. A firm’s customer feedback loops can constrain product development to align with market needs, creating mutual dependence between teams and clients. Enabling constraints (e.g., cross-functional collaboration norms and external partnerships) spark coordination networks, amplifying energy flow—think of a sales team energized by real-time data from R&D. Constitutive constraints (e.g., a shared purpose and mission) define the firm’s identity, while governing constraints (e.g., cultural values) steer from above, like Adam Smith’s invisible hand. Together, they generate emergent behaviors—new strategies or products—without rigid structures.

Catalysts and Loops: The Engines of Coherence 

Constraints don’t just sit still—they iterate. Economic catalysts (e.g., a new technology) and feedback loops (e.g., customer reviews driving product tweaks) self-organize, creating self-governing systems that persist through repetition. Values play a starring role here: a commitment to sustainability, for instance, constrains decisions across a firm, from sourcing to marketing, forging a coherent identity. These loops amplify energy, turning individual efforts into collective momentum. For leaders, the lesson is clear: nurture feedback-rich constraints to sustain alignment.

Persistence: The Art of Enduring Coherence

Coherence is a patterned wholeness shaped by shared values, perceptions and norms. Coherent firms thrive for decades, not through static stability but “dynamic kinetic stability”—mutual dependencies held together by constraints. A firm’s processes, relationships, and culture store information, enabling coherence even as people come and go. Constraints align individual energy streams into relational states, freeing energy for innovation. Think of a retailer whose customer-centric ethos persists through staff turnover, emerging as a competitive edge. Persistence favors firms that balance stability and adaptability.

Maintaining Flow.

Constraints can calcify. Sedimented norms—think “we’ve always done it this way”—and entrenched practices (e.g., legacy tech systems) limit adaptability. Path dependence weighs heavily: a firm’s early focus on a specific market can bias future moves, blinding it to new opportunities. Firms must spot these traps, relaxing outdated constraints to keep the possibility space open.

Keeping Constraints Agile

Too many constraints—or the wrong ones—threaten coherence. As contexts shift (e.g., digital disruption), governing constraints can lag, stifling response. Successful firms reconfigure their constraint regimes, using scaffolds (e.g., agile frameworks) and templates (e.g., decision protocols) that preset possibilities yet adjust over time. Evolution preserves the firm’s identity and unity while embracing change. Consider how Netflix pivoted from DVDs to streaming, retaining its customer-focus constraint while shedding operational relics.

From Chaos to Order: Many-to-One Dynamics 

Coherence emerges when disparate actions (“many”) harmonize into streamlined patterns (“one”). Social norms, trust, and networks within a firm reduce friction, aligning efforts toward shared goals. A sales team’s varied tactics, constrained by a unified value proposition, coalesce into a coherent market presence. This many-to-one shift isn’t forced—it’s sculpted by constraints, yielding qualitatively distinct outcomes like brand loyalty or operational efficiency. These are flow states in the context of the KFSO.

Beyond Hierarchy

Forget rigid pyramids. Firms thrive as interdependent dynamic wholes where autonomous teams are nested within larger systems. No single unit or level dominates. A firm’s culture constrains behavior top-down, yet without coercion; a project team self-organizes bottom-up, guided by shared norms. Adjusting constraints—tightening collaboration rules or relaxing approval layers—reconfigures the possibility space, unlocking emergent qualities like resilience or speed. This isn’t anarchy—it’s coherence that doesn’t require control.

Conclusion: Designing for Emergence

Traditional organizational design seeks to eliminate uncertainty. Designing for emergence flips the script: uncertainty is the valued raw material of innovation, shaped by constraints into coherent action. Leaders must become sculptors, crafting regimes that balance context-insensitive stability (profit, compliance) with context-sensitive dynamism (culture, feedback). The result? Firms that don’t just survive but evolve—persistent, adaptive, and whole. In a world where context changes everything, constraints are the key to unlocking what’s possible.

A new model of business organization: the sentient enteprise.

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Co-authored with Mark Beliczky.

The 21st-century business landscape is characterized by complexity, volatility, and rapid change. Traditional hierarchical corporations, structured as rigid bureaucracies, often struggle to adapt to the demands of a digital, hyper-connected, and AI-driven world. The Sentient Enterprise represents a paradigm shift in organizational design—integrating real-time sensing, decentralized decision-making, and continuous learning to function as a living, intelligent ecosystem (Beer, 1972; Morin, 2008; Alsagheer et al., 2023). 

This essay explores the Sentient Enterprise as a breakthrough concept in organizational design and delves into the technological, cultural, and strategic shifts necessary to build and sustain such enterprises, providing business leaders with actionable insights that challenge conventional wisdom and redefine the future of enterprise strategy. An original Sentient Enterprise Framework (SEF) is introduced to serve as a conceptual foundation for organizations aspiring to evolve beyond traditional structures (Laloux, 2014; Kwasek et al., 2024). 

Theoretical Foundation of Sentient Enterprises 

Sentient Enterprises are rooted in theories of organizational cybernetics (Beer, 1972), complexity (Morin, 2008), and self-organizing systems (Prigogine, 1997). Unlike traditional command-and-control structures and even more recent networked systems, they are informed by principles from system dynamics, non-linear adaptation, and real-time data intelligence. By leveraging artificial intelligence, behavioral economics, and neuroscientific insights, Sentient Enterprises establish a decision-making model that parallels biological cognition (Kauffman, 1993; Vincent, 2021). This positions them as the next evolutionary step beyond agile organizations and networks of competence (Bonabeau, Dorigo, & Theraulaz, 1999; Tang, Walters, & Zeng, 2004). 

Natural Systems Are Sentient and Adaptive  

The best models for modern organizations come not from outdated corporate structures but from nature itself. Sentient Enterprises resemble dynamic, self-regulating systems such as neural networks, swarm intelligence, and ecosystems.

  • Neural Networks: The brain constantly rewires itself based on experience and feedback loops, mirroring how Sentient Enterprises absorb, distribute, and act on knowledge dynamically (Holland, 1998; Dobre & Hăhăianu, 2016).
  • Swarm Intelligence: Just as birds adjust their flight paths without waiting for commands, Sentient Enterprises enable teams to act autonomously while remaining aligned with the enterprise’s core purpose (Bonabeau et al., 1999).
  • Ecosystems: Natural systems adjust to shifts, and similarly, Sentient Enterprises adapt to market conditions, customer needs, and technological evolution (Kauffman, 1993). 

Expanding the Sentient Enterprise Framework

The Sentient Enterprise Framework (SEF) consists of five interdependent components: 

  1. Continuous Sensing & Intelligence: Organizations must develop an infrastructure capable of continuously collecting and interpreting data from internal and external sources. AI-driven analytics, IoT, and cloud computing play crucial roles in enabling real-time situational awareness (Brynjolfsson & McAfee, 2014; Althati, Malaiyappan, & Shanmugam, 2024).
  2. Decentralized & Adaptive Decision-Making: Decisions emerge and authority shifts from hierarchical oversight to distributed nodes of expertise. Leveraging decentralized autonomous systems and blockchain technologies ensures that decisions are made at the closest point of relevance, enhancing agility and responsiveness (Tapscott & Tapscott, 2016; Alsagheer et al., 2023).
  3. Continuous Learning & Evolution: The ability to self-correct and evolve based on past decisions and market conditions is key. Implementing reinforcement learning algorithms and digital twins enables organizations to simulate, learn, and iterate continuously (Mitchell, 2009; Bhuvan, 2024).
  4. Human-Centric & Emotionally Intelligent Individuals: Organizational culture will need to align with principles of freedom, collaboration, and trust. Team member engagement and innovation autonomy lead to enhanced resilience and sustained competitive advantage (Pink, 2009).
  5. Networked & Fluid Organizational Structures: Traditional command-and-control structures give way to fluid, cross-functional teams that form and dissolve as needed. Drawing from agile methodologies, Sentient Enterprises use dynamic work networks to facilitate responsiveness and innovation (Laloux, 2014; Badmus et al., 2024). 

Case Studies: The Evolution of Sentient Enterprises in Action 

The evolution of Spotify’s squad model demonstrates how decentralized, autonomous teams can drive rapid product innovation while maintaining coherence within an overarching enterprise structure (Kniberg & Ivarsson, 2012). Netflix’s AI-driven personalization algorithms exemplify real-time learning, where customer behaviors inform iterative content adaptation and recommendation engines (Hastings, 2020). Toyota’s adaptive production system showcases the power of continuous improvement, where frontline team members have the freedom to implement efficiency changes dynamically (Liker, 2004). Temu and Nvidia’s AI-driven logistics and design automation highlight real-time adaptation and efficiency through deep learning applications (Huang, 2022). Buurtzorg’s self-managed teams in healthcare redefine how patient-centered care can scale efficiently through decentralized decision-making (de Blok, 2018). 

Addressing Criticisms: Sentient Enterprises vs. Networks of Competence 

Critics may argue that Sentient Enterprises risk diluting expertise in pursuit of speed, leading to potential decision instability in regulated industries (Tushman & O’Reilly, 1996). However, their fundamental advantage lies in the ability to dynamically redistribute expertise where needed in real time, eliminating reliance on predefined knowledge hierarchies (Holland, 1998; Wang, Huang, & Zhang, 2019). In contrast, Networks of Competence require periodic reconfigurations of expertise networks, limiting their ability to pivot at high velocity (Snowden & Boone, 2007). 

The Future of Sentient Enterprises 

The trajectory of Sentient Enterprises extends beyond corporate management into public sector governance, education, and global policymaking. Future iterations will likely integrate biologically-inspired AI, quantum computing, and edge intelligence, allowing organizations to function as fully autonomous, self-evolving entities (Mitchell, 2009; Makropoulos & Bouziotas, 2023). Research will need to continue in AI governance, predictive analytics, and ethical decision automation to ensure sustainable adoption (Sutton & Barto, 2018). 

Conclusion 

The transition to Sentient Enterprises is no longer a futuristic aspiration but a strategic imperative. As industries face unprecedented complexity and disruption, organizations will need to rethink how intelligence, decision-making, and learning function within dynamic business ecosystems. Those that embrace real-time intelligence, fluid adaptability, and human-centric autonomy will define the next frontier of competitive advantage. 

Co-authors: Mark Beliczky and Hunter Hastings

References 

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Bonabeau, E., Dorigo, M., & Theraulaz, G. (1999). Swarm intelligence: From natural to artificial systems. Oxford University Press.

Brynjolfsson, E., & McAfee, A. (2014). The second machine age: Work, progress, and prosperity in a time of brilliant technologies. W. W. Norton & Company. 

Bhuvan, S. (2024). The impact of AI and ML on organizational structure. ShodhKosh: Journal of Visual and Performing Arts. 

Dobre, T., & Hăhăianu, F. (2016). Increasing organizational intelligence – A technology-based learning model. eLearning and Software for Education. 

de Blok, J. (2018). Buurtzorg: Humanity above bureaucracy. Routledge. 

Hastings, R. (2020). No rules rules: Netflix and the culture of reinvention. Penguin.

 Holland, J. H. (1998). Emergence: From chaos to order. Oxford University Press.

Huang, J. (2022). The rise of AI-driven design and logistics at Nvidia. AI & Technology Review. 

Kauffman, S. A. (1993). The origins of order: Self-organization and selection in evolution. Oxford University Press. 

Kniberg, H., & Ivarsson, A. (2012). Scaling agile at Spotify: The squad model. Agile Journal. 

Kwasek, A., Kocot, M., Kocot, D., Maciaszczyk, M., & Rogozinska-Mitrut, J. (2024). The role of artificial intelligence in agile organization management. European Research Studies Journal. 

Laloux, F. (2014). Reinventing organizations: A guide to creating organizations inspired by the next stage of human consciousness. Nelson Parker. 

Liker, J. K. (2004). The Toyota way: 14 management principles from the world’s greatest manufacturer. McGraw-Hill. 

Makropoulos, C., & Bouziotas, D. (2023). Artificial intelligence for decentralized water systems: A smart planning agent based on reinforcement learning for off-grid camp water infrastructures. Journal of Hydroinformatics. 

Mitchell, M. (2009). Complexity: A guided tour. Oxford University Press. 

Morin, E. (2008). On complexity. Hampton Press. 

Nonaka, I., & Takeuchi, H. (1995). The knowledge-creating company: How Japanese companies create the dynamics of innovation. Oxford University Press. 

Pink, D. H. (2009). Drive: The surprising truth about what motivates us. Riverhead Books. 

Prigogine, I. (1997). The end of certainty: Time, chaos, and the new laws of nature. Free Press. 

Snowden, D. J., & Boone, M. E. (2007). A leader’s framework for decision making. Harvard Business Review, 85(11), 68–76. 

Sutton, R. S., & Barto, A. G. (2018). Reinforcement learning: An introduction (2nd ed.). MIT Press. 

Tapscott, D., & Tapscott, A. (2016). Blockchain revolution: How the technology behind bitcoin is changing money, business, and the world. Penguin. 

Tang, Z., Walters, B. A., & Zeng, X. (2004). A framework of intelligence infrastructure supported by intelligent agents. Idea Group Publishing. 

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All future jobs will be value creation jobs.

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The management revolution (a term coined by the primary historian of 20th-century management, Alfred D. Chandler) generated a lot of bureaucracy or, as London School of Economics professor David Graeber puts it, “Bullshit Jobs.” These jobs tend to be located primarily in the bureaucratic cores of the corporation: HR, finance and accounting, and legal/compliance. According to Graeber, these jobs are unfulfilling for the individuals doing them, yet deliberately designed that way by management to implement approved methods and procedures.. Those jobs are not there to create value, but to exercise control.

Graeber estimates that, in some firms, like banks, the proportion of jobs that can be classified this way is as high as 75%, and that 40% is a reasonable estimate of the average proportion.

There’s a good chance these jobs will be gradually eliminated in the future.

The problem of bureaucracy arose directly from the practice of management. In the early phases of corporate capitalism, firms were entrepreneurial rather than bureaucratic. Founding entrepreneurs drove expansion through leadership. Divisions and functions were run by mini-entrepreneurs, responding to market signals more than to bosses. Of course, they needed bookkeeping and support systems, but these were operational rather than bureaucratic.

Eventually, scale and new complexity required new forms of organization. More managers were hired. Eventually, managers took over, as the entrepreneurs exited. The 20th century was the century of management – but, as economist Ludwig von Mises pointed out, the capitalist system, properly understood, is an entrepreneurial system, not a managerial system. So capitalism itself – the system of creating value for customers and reaping the entrepreneurial rewards conferred by market approval – became distorted to shift the balance of outcomes to favor the managers and investors.

That’s where bureaucracy and bullshit jobs came in. Managers sought control: over the uncertainties and unpredictable outcomes that are typical of entrepreneurship; over the variability in consumer preferences; and over the short-term financial results of the business, because the financial markets’ demand for reliable consistency became predominant. Control was thought to come from processes, procedures and methods, documented in the bureaucracy and implemented through the authority of the hierarchy, limiting individual autonomy to adherence to tightly written job descriptions and rules of conducting business. Plans were developed at the top and executed through orders and instructions at the base of the pyramid. This philosophy was enshrined as business administration, and masters’ degrees were awarded for it.

This phase of business is coming to a close. There are many reasons why, and we can focus on two of them.

  1. New value creation business models: the digital business models of the new era are characterized by direct connection to customers. Every time a user enters a search term, or a consumer purchases on a shopping site, or a corporate employee works on Slack or Salesforce, the behavior and the content are directly and immediately captured by the data engine. Insights about actions and preferences can be generated through pattern recognition in the feedback loop, and any improvement or enhancement that the end user requires can be provided as a digital response. It’s user-guided continuous improvement. The customer is back in direct charge. When we say that customers are the ultimate value creators, this is what we mean. By their actions and statements of preference, they bring new improvements and, therefore, new value propositions into being. If they are dissatisfied, they communicate it, and perhaps look elsewhere for greater value. The customer is genuinely the boss. There’s no need for business administration – it’s superseded by direct connection to the customer without intermediation.
  2. The bullshit jobs can be automated: The advances in software headlined by business process automation and supplemented by machine learning and AI will gradually eliminate bureaucracy. Standard practices, sequential processes, form-filling, performance measurement, reporting, monitoring, authorization, accounting, budget management, and more will be performed by software rather than by managers.

So what does that leave? The most important jobs of all: value creation. Highly automated, digitally-enabled firms will require the customer insight, entrepreneurial judgment, design creativity, and empathic responsiveness that value creators bring. Value creators bring the characteristics and behaviors that are critical to business success.

  • They constantly keep value in mind: how can customers’ needs be better satisfied in a world of constant change and aggressive competition?
  • They demonstrate the entrepreneurial mindset, favoring action and experimentation rather than cautious calculation.
  • They recognize empathy as a core business tool for creative entrepreneurship, and they refine their empathic diagnosis by carefully assessing the customer experience from the customer’s perspective.
  • They collaborate harmoniously without competing for titles or recognition; they make great team members.
  • They pursue continuous innovation, never stopping, never complacent.
  • They can design innovations through a process of working backwards from the customer experience.
  • They understand marketing as building trust through relationships, and not as a mechanical process of lead generation and conversion.
  • They are masters of subjective calculation: estimating the value of future assets based on future customer satisfaction.
  • They appreciate that tacit knowledge accumulation rather than data is the source of advantage for a firm, and they error-correct their knowledge by constantly questioning and challenging.
  • They are not constrained by conventional organizational design and structure, recognizing flow as the mindset that transcends both.

The Value Creators online business course aims to elucidate and teach these principles through the lens of entrepreneurialism rather than business administration.

The New Economics: Harnessing Complex Adaptive Systems for Business Growth

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The new science of complex adaptive systems in economics has transformative potential for business. This new science reveals how competitive entrepreneurial exploration of new technologies, products, and services can drive continuous economic growth. Think of it as a new law of economics, centered on the roles of value and selection in evolving entrepreneurial systems.

Traditional economics has struggled to identify unifying laws. However, the science of complex evolving systems provides a fresh perspective. An evolving system comprises many interacting components that increase in diversity, distribution, and patterned behavior over time. This seems to contradict the second law of thermodynamics, which states that natural phenomena become increasingly disordered over time.

A New General Law of Economics

By applying the principles of complex evolving systems, we can identify a new general law of economics: the emergence of new economic value over time, driven by competitive entrepreneurial discovery.

Characteristics of Evolving Systems in Economics

Analyzing the economy as a complex evolving system reveals three key attributes:

  1. Resource Configurations: There are countless ways to combine resources and inputs into new configurations.
  2. Discovery Processes: These processes generate new configurations.
  3. Selection: Certain configurations persist due to their value.

Increased order in such a system results from selection: some configurations have advantages that make them more likely to endure. Similarly, the economic system evolves through the selection of advantageous configurations.

The Economic System as an Evolving System

In economics, new configurations emerge from the diverse resources and capital structures. Entrepreneurship drives the discovery process by experimenting with new combinations. The end-user market then selects for value, ensuring that only the best configurations survive.

Therefore, the three characteristics of evolving systems—component diversity, configurational exploration, and selection—are fully demonstrated in the economic system and underpin the law of increasing value. This law can be generalized: economic systems with many interacting agents display an increase in diversity, distribution, and patterned behavior when numerous entrepreneurially generated configurations are subjected to value selection pressure. Value is the universal basis for selection in economic systems.

Three Orders of Value Selection

  1. Foundational Value: Configurations evolve to a point where they can self-maintain, with no need for reorganization or recombination. This value is associated with reliability, repeatability, trust, reputation, and ethics.
  2. Adaptive Value: Entrepreneurship drives knowledge building and information processing, supporting the creation of new configurations. Economic entities adapt dynamically to market changes, leading to growth, innovation, and competitiveness.
  3. Evolutionary Value: In complex systems, entirely new functions can be imagined and created, opening up new possibility spaces. This value is associated with the ability to invent new functions continuously.

Selection as the Key to Evolution

Selection is the primary enabling constraint in this model. A system will evolve, or increase value creation, if many different configurations are subjected to selection for value. For this to occur, markets must be free to select, entrepreneurs must be free to innovate, and selection pressures must be allowed to intensify.

Underlying Principles

  • Information Richness: Greater and faster flows of knowledge and data can open new possibility spaces for value creation.
  • Selection Pressure: The competitiveness of the market system is crucial for driving value creation.
  • Potential to Evolve: Systems vary in their potential to evolve. Increasing current value can enhance future value potential.
  • Rate of Change: The evolution rate can be influenced by increasing the number and diversity of interacting agents, the number of different system configurations, and the selective pressure on the system.
  • Interdependence: Evolving systems are overlapping and interdependent. Information transfers within these systems create an “information field.”
  • Value Selection: Systems that select based on Foundational, Adaptive, and Evolutionary Value will see increased value creation.

Understanding and applying these principles can help young professionals navigate the complexities of modern business economics and drive continuous growth and innovation.

Components Of The New Management Paradigm.

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The traditional methods and ways of thinking of strategic management are no longer viable.

They assume that exogenous causes and causal interrelationships can be shaped and utilized to produce objective factors of business performance. Superior management can result in superior performance through identifiable combinations of observable causal factors.

The modern science of complex evolving systems, represented by Austrian economics in social sciences, compels recognition that business outcomes are emergent rather than resulting from identifiable causal factors. Human action, by both customers and employees, occurs in complex interactions of dynamic interpersonal coordination, the results of which are unforseeable. It is the beliefs, perceptions, expectations, imagination and intentions of individuals that combine and interact unpredictably in business reality. Strategic business success is highly uncertain in this context and impossible to sustain.

A new strategic management paradigm is called for.  The components are:

The philosophy of subjective value. Human beings seek value, defined as an improvement in self-perceived well-being. They constantly seek a desired state to replace a current state that is deemed less than perfectly satisfactory. Businesses thrive when they are able to facilitate customers’ feelings and experiences of value. The performance of a firm, and any structure or methods it adopts, are 100% determined by the perceptions of its target customers. Any change in these perceptions will result in changes in firm performance. Dynamic business energy emanates from customers, not from strategy. 

Converting knowledge into value. It follows that customer knowledge and understanding are the vital, scarce resource of the business firm. There are no structural competitive advantages, but it can be the case that the combination of people in one firm share knowledge and understanding that is more functional for the task of conversion into value via innovation, service and relationship. The law of increasing functional information guides the market systems selection of the best value-facilitating firms.

Entrepreneurship (rather than management) is the business function for conversion of knowledge into new value. It is a non-linear, non-processual act of co-ordinated and creative imagination. It can be advanced and accelerated by identifying and continuously renewing insights into customers’ motivations, purposes and values, and composing and recomposing new value propositions for them to choose from. Entrepreneurial capacity consists of skill in designing business propositions and in stimulating customers’ choice of those propositions. During the act of designing the value proposition, the customer’s choice lies in the future, and so is unknown and unknowable. Entrepreneurial imagination is the cognitive connection of the present offerings and future choices. It does not result from traditional strategic management or planning.

Innovation is a necessary condition for business persistence. In the dynamic swirl of rapid change and inscrutable complexity, continuous innovation is required to stay relevant to customers and to stay coherent with the environment. This is continuous improvement in a value proposition to match continuously increasing knowledge on the customer’s part of what they can want and demand. There are opportunities beyond persistence – adaptive innovators can respond to the changing environment with new value propositions that exceed the expectations of customers, i.e. incorporate new knowledge before it’s widespread. And the truly evolutionary businesses can make leaps of innovation that introduce true novelty to the market. The market may select the novelty or reject it; successful new businesses and new products are those that qualify for selection. The market is always evaluating and always selecting.

Nothing in this process can be predicted or projected. Strategic planning is powerless. Discovery, not planning, is the dynamic of innovation in business.  Discovery requires the humility of relinquishing certainty and control, and the creativity of generating new ideas and combinations for testing and experimentation. There is joy in discovery, and we must learn to love feedback loops, the conduits from the customer and the marketplace that tell us how our experiments perform in evaluation. Humility and empathy are not the central focus of traditional strategic management. We hear much more about heroic business leadership and the intellectual superiority of planners and strategists. But discovery is not driven by intellectualism but by action – run lots of experiments, gather fast feedback, determine what works, and incorporate it into the next epxeriment, until a new value prososition emerges that is robust enough to commercialize.

Complexity is the overarching organizational metaphor. Complexity can’t be tamed or managed. Simple imagery fails to convey any meaning. For example, when there is discusion of market share, or growth rates, or 5-year total stock market returns, or even quarterly revenue, it’s meaningless in the context of complexity. Complexity is a swirl of ongoing interactions between people and their contexts, constrained by rules, norms, institutions, events and things, with emergent and unpreditable outcomes triggering new emergent responses which further accelerate change and make it even more chaotic. Businesses can’t snapshot the swirl of complexity, or choose just a few developments to respond to. They must act intuitively to find islands of order in the raging sea of chaos.

The new form of organization for complexity is autonomy. In the new paradigm, firms gradually learn how to auto-organize, eschewing structure and hierarchy and management authority in favor of self-management by employees and team members. Teams self-assemble around functions like marketing and branding or operations and delivery or finance, and role map the collaboration that will optimize the combination of specialist talents in pursuit of a shared purpose. Purpose is the binding force, rather than position in a hierarchy or on an org chart or the authoritarian directives of management. 

Subjective value, knowledge conversion, entrepreneurship, innovation, discovery, complexity and orgnizational autonomy – these are the components of the new management paradigm.