Description
Early Detection Capabilities Applying Complex Adaptive Systems Principles to Business Environments
Page 1 of 8 © 2006 TKG Consulting Pty Ltd
Early Detection Capabilities: Applying Complex Adaptive
Systems Principles to Business Environments
Cory Costanzo and Ian Littlejohn, TKG Consulting Pty Ltd
Abstract
In today’s complex business world, change seems to be the only constant. Companies are spending
vast amounts of time and resources responding to changes in the business environment. What if they
could see changes in their environment earlier and respond quicker? Organizations need the ability
to monitor for and detect early indicators that signal change in the system. Methods that take a
complex adaptive systems approach to understanding a business environment are able to map,
represent, and identify the participants, environmental forces, and behaviors that are present in the
system, the nature of the interactions, and the resulting relationships that are present. This mapping,
when conducted for a framed complex adaptive system within a particular context (be it marketplace
or organizational), provides an organization with unique insight into the system within which it
operates. The methods discussed in this paper integrate human-based sense-making activities with
the use of narrative knowledge base technologies and visualization software to assist organizations in
the analysis, understanding, and subsequent strategy formulation regarding opportunities and threats
that emerge as the result of the ever-changing nature of complex adaptive systems.
Keywords
Behavior; business environment; change; complex adaptive systems; early indicators; environmental
forces; innovation; insight; knowledge base technology; narrative; ontology; organizational change;
participants; pattern recognition; risk management; sense-making; strategy; visualization; weak
signals.
Page 2 of 8 © 2006 TKG Consulting Pty Ltd
Overview
In today’s complex business world, change
seems to be the only constant. The influence
of the Internet on global markets, the
rapid emergence of new international markets,
the scarcity of natural resources, the global
ramifications of innovation, introduction of new
business models, and the ever-increasing
sophistication of consumers are just a few of
the factors that can lead to unanticipated
changes in business operations. As a result,
companies are spending vast amounts of time
and resources responding to changes in the
business environment. What if they could see
changes in their environment earlier and
respond quicker?
Organizations require an ability to monitor an
environment and detect early indicators or
“weak signals” that point towards change.
Early detection of change provides improved
strategy formulation and decision-making
capabilities within organizations, creating a
powerful business intelligence competence for
identifying opportunities and threats within the
business environment. Examples of how
we’ve applied complex adaptive systems
methods in organizations and the benefits that
clients have received include:
• Corporate program implementation –
improved rollout of internal corporate
initiatives due to understanding of
user-base concerns
• Customer relationship management –
insight into customer service and
experience by understanding the
context within which service delivery is
experienced
• Market analysis – Improved market
research and insight into previously
“impenetrable” marketplaces and their
customers
• New product development –
Understanding the context and
situational use of products to provide
input into the design of new products,
anticipating and delivering on
customers’ existing and emerging
needs
• Strategic redesign – refocusing of
corporate and business unit strategy
to direct resources towards business-
critical strategic initiatives.
In applying methods to the understanding of
complex environments, the focus on mapping
the system is primary. Mapping the system
provides organizations with the ability to
identify early indicators that represent both
threats and opportunities to an organization.
Early indicators point towards impending
change in the marketplace or within an
organizational environment. To map the
system, an understanding of the following
elements is required:
1. The participants within the system
and their associated relationships
and interactions
2. The dominant and influencing
forces within the system and their
respective relationships
3. The stable, emerging, and
changing behaviors present in the
system.
In this paper, we will discuss:
• Why treating the business
environment as a complex
adaptive system allows us to
create an early detection
capability
• Why understanding the
participants, forces, and behaviors
(together with the relationships
involved) allows us to better
understand the environment
• How, once we have created a
mapping of the complex system,
we can then detect changes in the
environment to provide an early
detection capability.
Page 3 of 8 © 2006 TKG Consulting Pty Ltd
Leveraging Principles of Complex Adaptive
Systems
If we view the business environment as a
complex adaptive system, we can use the
principals of complexity to provide a means for
mapping the business environment – thus
providing us with a better mechanism for
detecting changes that yield opportunities or
identify threats in an environment. In complex
adaptive systems, we have many participants
who are both independent and interdependent,
and they are continually interacting. Each
participant pursues a strategy to achieve its
goals within the context of its environment.
Through the interaction that is shaped by the
environmental forces at play with other
participants, information is exchanged and
feedback is received by the participants. The
participants in the complex adaptive system
will then decide whether to continue to pursue
their existing strategy or to change to another
strategy.
To be able to understand the complex
adaptive system that is the business
environment, we need to first understand who
the participants are in the system and what
interactions are involved. Interaction patterns
emerge and can be analyzed to identify the
behaviors that are present in the system. This
leads to the development of relationships
between the system’s participants. These
participants also have the ability to influence
and shape the forces that are present in the
system – often resulting in significant impact
on the other system participants.
Thus we are able to map the business
environment and represent it as a complex
adaptive system by understanding:
• Who are the participants in the
system?
• What is the nature of participant
interaction and the resulting
relationships?
• What are the prevailing environmental
forces?
This mapping, when conducted for a framed
complex system within a particular context (be
it marketplace or organizational), provides an
organization with unique insight into the
system within which it operates.
Applications for Early Detection Systems
An early detection capability (which when
applied, we refer to as Early Detection
Systems) provides an understanding of the
marketplace or organizational environment
from the context and perspective of the
participants within that environment. A
mapping is created of the environment in
regards to:
• Participants within the system and
their associated relationships and
interactions.
• Dominant and influencing forces within
the system and their respective
relationships.
• Stable, emerging, and changing
behaviors present in the system.
Early Detection Systems can be deployed in a
number of settings to support the intelligence
requirements of an organization. In decision-
making levels of an organization, Early
Detection Systems inform strategic
formulation, design, and implementation,
highlighting opportunities for both internal and
external innovation and identifying focus areas
for the application of risk management
competencies. Early Detection Systems can
be used for environmental scans of business
Page 4 of 8 © 2006 TKG Consulting Pty Ltd
environments, market research and analysis,
development of customer insight, and
business opportunity development. Internal to
the organization, the Early Detection System
can be used to understand issues around
corporate culture, to evaluate workforce issues
and problems, and to support and assist
corporate program implementation and
initiative rollout.
Conceptual Model for Early Detection
Systems
The conceptual model for an Early Detection
System is grounded in the mapping of the
business environment as a complex adaptive
system and encompasses four primary
modules.
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Patterns & Insight
Patterns & Insight
Sense-making & Analytics
Sense-making & Analytics
Data Capture and Storage
Data Capture and Storage
Figure 1 - Conceptual Model Modules for
an Early Detection System
Data Capture and Storage
In an attempt to properly understand the
environment, we need to focus on gathering
data that provides context for the environment
in question. One of the best sources available
to provide context is the narrative data that is
collected from representatives of the
environment. When people share an
experience with others, it provides detailed
and relevant context of the situation as it has
been experienced. For example, a person’s
story or experience will include: why things
happened, how they happened, and who was
involved. From a complex adaptive systems
perspective, this provides important
information about the participants that were
present, the interactions that occurred, and the
prevailing environmental forces at the time.
Narrative data can be gathered through
interviews, focus groups, and online surveys.
Although narrative data provides an important
source of data for mapping complex adaptive
systems, additional forms of unstructured data
can also be collected from sources such as
newspapers, magazines, media broadcasts,
websites, reports, etc.
Unstructured data needs to be stored
differently to structured data and is commonly
stored in a new generation of narrative
knowledge base technology that can account
for both forms of data. Additional information
(metadata) can also be tagged to this material
and can include categories such as: source,
author, date captured, and other user or
business-defined tags. The narrative
knowledge base provides an important central
storage capability that allows users to access,
retrieve, and work with the captured data.
In an Early Detection System, key data
elements are captured for each of the
unstructured data pieces. This includes the
agents (“participants”), the main topics, and
the main behaviors that are present in the
data. Additional information, such as facts and
events, can also be entered and used for
subsequent analyses.
Page 5 of 8 © 2006 TKG Consulting Pty Ltd
Sense-making and Analytics
A combination of system tools and participant-
based workshop techniques are used to assist
with sense-making activities. These activities
help participants rapidly make sense of large
volumes of data. Data is clustered into
classes and sub-classes, and elements of the
complex system emerge as a result of
participant interpretation, definition and
prioritization. Activities and techniques aim to
understand the following aspects of the
complex system:
• Major participating agents
(“participants”)
• Strategies employed by the
participants
• Dominant and influencing
environmental forces
• Stable, emerging, and changing
behaviors.
It is important to understand the relationships
between the different entities in the complex
system:
• What are the relationships between
participants in the system?
• What are the relationships between
the dominant and influencing forces?
• What are the relationships between
the participants and the forces?
An Event Timeline is developed that displays
the current situation’s environment and the
events that lead up to the current situation. An
ontology of concepts and relationships is
extracted and built from the data. The
knowledge base is updated with the resulting
ontology, including the identified participants,
environmental forces, and behaviors and their
respective relationship analyses.
Visualization, Reporting, and Query Tools
Fundamental to the ability to monitor for
system shifts over time is the initial
benchmarking of the system’s starting
conditions. Application of the early detection
method always begins with a framing of the
starting conditions present in the system in
question. In visualization, we focus on
developing a visual format that displays the
starting conditions of the system elements and
their subsequent relationships. Repeated
application of the method will leverage visual-
based analytic outputs in providing the ability
to record changes and monitor for shifts over
time. The visualization of the system
transitions provides us with the opportunity for
the early detection of changes, giving
organizations the ability to leverage
opportunities or mobilize in response to
threats. Visualization tools provide graphical
displays of the complex system that is being
analyzed. As data is compiled over time, the
visualization tools display the changing nature
of the system. This “changing nature” is
reflected by using a time bar element to cycle
between the current situation and multiple past
situations and vice versa. Questions such as,
“Which new participants have entered the
system?”, “Which participants have exited?”,
and “What are the evolving strategies of the
participants?” can be easily visualized, and the
changing nature of the relationships amongst
the participants over time is displayed. Visual
indicators display the number of data points
associated with participants, environmental
forces, and behaviors at a given point in time.
Users can drill down into the narrative
knowledge base to view the detail of the data
that is summarized in the visualization tools.
Page 6 of 8 © 2006 TKG Consulting Pty Ltd
Reporting and query tools utilize the ontology
to allow further in-depth analysis of the
gathered data. Users are able to mine the
data using traditional search mechanisms in
conjunction with the bottom-up ontology
structures that yield an intuitively navigable
taxonomy for sifting through the narrative. The
process of reading stories and experiences is
essential in generating insight for the user who
is reviewing the data (see “Patterns and
Insight” below).
An important indicator for detecting weak
signals is the change of behaviors amongst
participants within a complex adaptive system.
If stable behaviors are maintained, then
organizations are able to engage in tactical
planning activities that address the application
of resources to the current situation, but if
behaviors are changing, then organizations
will need to be flexible in determining
strategies and allocation of resources,
potentially finding that new products, services,
or business models may be required. Being
able to readily identify new and emerging
behaviors provides organizations with a very
powerful early detection capability.
Patterns and Insight
During the course of the sense-making
activities, new patterns representing early
detection opportunities and threats begin to
emerge from the mapping of the complex
adaptive system, the accumulated narrative
knowledge base, and the visualized
relationship outputs. In addition, members of
the team access the narrative knowledge base
and, through their own querying and reading of
the material, will also identify new patterns.
The phenomenon of “connecting the dots”
begins to occur as new insights are generated
from the sense-making activities. Insights and
patterns that are identified are then captured
into the Early Detection System.
The sense-making activities have resulted in a
mapping of the complex adaptive environment.
Analysis of the participants, forces, and
behaviors provide an understanding of the
following:
• Which forces are affecting which
participants?
• Which behaviors are predominant with
which participants?
• Which behaviors are new or
emerging?
• Which participants are entering or
exist in the system?
• Are there new participants, and, if so,
what behaviors are being exhibited?
Many pattern permutations become visible
through the mapping of the complex adaptive
system. New insight is derived from the
patterns of data that come from the analysis of
the relationships, the understanding of the
stable behaviors, and the visualization of new
behaviors as they emerge within an
environment. By understanding the nature of
behaviors, the influencing forces, and the
relationships between participants in a system,
early detection of new or changing participant
strategies is enabled and can reflect or impact
on all levels of the business value chain,
including customers, competitors, distributors,
and suppliers. This ability leads to a very
effective early detection capability to inform
strategy, enable innovation, and provide
identification of threats for risk management
purposes.
Once patterns and insight are generated,
additional workshops are run that focus on the
Page 7 of 8 © 2006 TKG Consulting Pty Ltd
convergence of the identified patterns. The
development of new insight provides valuable
information that informs the organizational
strategy on how to move forward and
successfully address patterns that have been
identified in the early detection capability.
However, although gaining new insight can be
exciting and motivating, without taking action
and monitoring for results, the insight itself is
rendered useless. Thus, the convergence
workshops help participants to take their
insight and design actions to address patterns,
leaving the organization with an action plan
that will help address the early indicators
before they either harm the organization
(threats) or cease to exist as an element of
competitive advantage (opportunities).
Monitoring for Change
With the goal of implementing a sustainable
capability to address change, a monitoring
system for the complex environment is then
designed and implemented. This iterative
analysis and review process utilizes a sound
monitoring plan that is designed and instituted
to track the ever-changing nature of the
complex system and any initiatives that the
organization may undertake in attempting to
influence and transition the state of that
system.
REFERENCES
Although not directly quotable for the purposes
of this paper, there are a collection of sources
that have informed our thinking in the design
and application of the methods discussed
above. They are referenced below.
Primary
Axelrod, R. and Cohen, M. (2000).
Harnessing Complexity: Organizational
Implications of a Scientific Frontier. Basic
Books: New York, NY.
Clark, Andy (1997). Being There: Putting
Brain, Body and World Together Again. MIT
Press: Cambridge, MA.
Cilliers, Paul (1998). Complexity and Post-
modernism. Routledge: London, England.
Kurtz, C.F. and Snowden, D.J. (2003). IBM
Systems Journal, Vol. 42, No. 3.
Van Tonder, C.L. (2004). Organisational
Change Theory and Practice. Van Schaik
Publishers: Pretoria, South Africa.
Secondary
Axelrod, R. (1984). Evolution of Cooperation.
Basic Books: New York, NY.
Bennet A. and D (2004). Organizational
Survival in the New World: The Intelligent
Complex Adaptive System. Elsevier Science
& Technology Books: Burlington, MA.
Buchanan, Mark (2002). Nexus: Small worlds
and the groundbreaking science of networks.
W.W. Norton & Company, Inc.: New York,
NY.
Cleary, S. and Malleret, T. (2006). Resilience
to Risk. Human & Rousseau (Pty) Ltd: Cape
Town, South Africa.
Gladwell, M. (2000). The Tipping Point. Little,
Brown, and Co.: New York, NY.
Johnson, Steven (2001). Emergence: The
connected lives of ants, brains, cities and
software. Scribner: New York, NY.
Lewin, Roger (1999). Complexity: Life at the
edge of chaos. University of Chicago Press:
Chicago, IL.
McGee, Kenneth G. (2004). Heads Up: how
to anticipate business surprises and seize
opportunities first. Harvard Business School
Publishing: Boston, MA.
Page 8 of 8 © 2006 TKG Consulting Pty Ltd
Surowiecki, James. The Wisdom of Crowds:
Why the Many Are Smarter Than the Few and
How Collective Wisdom Shapes Business,
Economies, Societies and Nations.
Doubleday: New York, NY.
Waldrop, M. Mitchell. (1992). Complexity: The
Emerging Science at the Edge of Order and
Chaos. Touchstone: New York, NY.
TKG Consulting
http://www.tkgconsult.comhttp://www.tkgsa.com
TKG Consulting is an international consultancy with
affiliates and network partners based in Brazil,
Canada, South Africa, and the United States. We
specialize in areas of transformation, complexity,
and knowledge management. Our network of
consultants has many years of industry knowledge
and experience working with complex business
problems and organizational transformation and
change.
TKG Consulting works with organizations by
assisting and guiding them through exploration and
discovery processes. Our focus is on facilitating
processes that allows clients to gain new insight
and develop new initiatives to address critical
issues and needs both internal and external to the
organization. Additionally, TKG Consulting provides
knowledge and expertise that can aid organizations
in developing strategic implementation capabilities
and creating new Knowledge Management
platforms and enablers to support transformation.
TKG Consulting provides consulting and training
to its clients to help them better understand how to
manage and operate in complex environments.
This provides the ability to implement solutions that
address some of the key themes affecting
organizations in today's complex global economy:
• Transformation and Change
• Developing an Organizational Innovation
capability
• Implementing Strategic Initiatives
• Effective use of Knowledge and
Information
• Monitoring for Change
At TKG Consulting we believe that the key to
success in any environment is to leverage diverse
perspectives and bottom-up approaches to
inform both strategic and tactical solution
implementations. The challenge is unlocking and
surfacing knowledge and information in usable,
practical ways. Working closely with client project
teams, we facilitate processes that allow clients to
gain new insight and develop new initiatives to
address critical issues and needs both internal and
external to the organization.
For further information, please contact:
Cory Costanzo (USA)
Partner, TKG Consulting LLC
Partner, TKG Consulting Pty Ltd
email: [email protected]
phone: +1 (617) 894-3198
Ian Littlejohn (South Africa)
Partner, TKG Consulting Pty Ltd
email: [email protected]
phone: +27 (0)82 82 83 889
doc_275640378.pdf
Early Detection Capabilities Applying Complex Adaptive Systems Principles to Business Environments
Page 1 of 8 © 2006 TKG Consulting Pty Ltd
Early Detection Capabilities: Applying Complex Adaptive
Systems Principles to Business Environments
Cory Costanzo and Ian Littlejohn, TKG Consulting Pty Ltd
Abstract
In today’s complex business world, change seems to be the only constant. Companies are spending
vast amounts of time and resources responding to changes in the business environment. What if they
could see changes in their environment earlier and respond quicker? Organizations need the ability
to monitor for and detect early indicators that signal change in the system. Methods that take a
complex adaptive systems approach to understanding a business environment are able to map,
represent, and identify the participants, environmental forces, and behaviors that are present in the
system, the nature of the interactions, and the resulting relationships that are present. This mapping,
when conducted for a framed complex adaptive system within a particular context (be it marketplace
or organizational), provides an organization with unique insight into the system within which it
operates. The methods discussed in this paper integrate human-based sense-making activities with
the use of narrative knowledge base technologies and visualization software to assist organizations in
the analysis, understanding, and subsequent strategy formulation regarding opportunities and threats
that emerge as the result of the ever-changing nature of complex adaptive systems.
Keywords
Behavior; business environment; change; complex adaptive systems; early indicators; environmental
forces; innovation; insight; knowledge base technology; narrative; ontology; organizational change;
participants; pattern recognition; risk management; sense-making; strategy; visualization; weak
signals.
Page 2 of 8 © 2006 TKG Consulting Pty Ltd
Overview
In today’s complex business world, change
seems to be the only constant. The influence
of the Internet on global markets, the
rapid emergence of new international markets,
the scarcity of natural resources, the global
ramifications of innovation, introduction of new
business models, and the ever-increasing
sophistication of consumers are just a few of
the factors that can lead to unanticipated
changes in business operations. As a result,
companies are spending vast amounts of time
and resources responding to changes in the
business environment. What if they could see
changes in their environment earlier and
respond quicker?
Organizations require an ability to monitor an
environment and detect early indicators or
“weak signals” that point towards change.
Early detection of change provides improved
strategy formulation and decision-making
capabilities within organizations, creating a
powerful business intelligence competence for
identifying opportunities and threats within the
business environment. Examples of how
we’ve applied complex adaptive systems
methods in organizations and the benefits that
clients have received include:
• Corporate program implementation –
improved rollout of internal corporate
initiatives due to understanding of
user-base concerns
• Customer relationship management –
insight into customer service and
experience by understanding the
context within which service delivery is
experienced
• Market analysis – Improved market
research and insight into previously
“impenetrable” marketplaces and their
customers
• New product development –
Understanding the context and
situational use of products to provide
input into the design of new products,
anticipating and delivering on
customers’ existing and emerging
needs
• Strategic redesign – refocusing of
corporate and business unit strategy
to direct resources towards business-
critical strategic initiatives.
In applying methods to the understanding of
complex environments, the focus on mapping
the system is primary. Mapping the system
provides organizations with the ability to
identify early indicators that represent both
threats and opportunities to an organization.
Early indicators point towards impending
change in the marketplace or within an
organizational environment. To map the
system, an understanding of the following
elements is required:
1. The participants within the system
and their associated relationships
and interactions
2. The dominant and influencing
forces within the system and their
respective relationships
3. The stable, emerging, and
changing behaviors present in the
system.
In this paper, we will discuss:
• Why treating the business
environment as a complex
adaptive system allows us to
create an early detection
capability
• Why understanding the
participants, forces, and behaviors
(together with the relationships
involved) allows us to better
understand the environment
• How, once we have created a
mapping of the complex system,
we can then detect changes in the
environment to provide an early
detection capability.
Page 3 of 8 © 2006 TKG Consulting Pty Ltd
Leveraging Principles of Complex Adaptive
Systems
If we view the business environment as a
complex adaptive system, we can use the
principals of complexity to provide a means for
mapping the business environment – thus
providing us with a better mechanism for
detecting changes that yield opportunities or
identify threats in an environment. In complex
adaptive systems, we have many participants
who are both independent and interdependent,
and they are continually interacting. Each
participant pursues a strategy to achieve its
goals within the context of its environment.
Through the interaction that is shaped by the
environmental forces at play with other
participants, information is exchanged and
feedback is received by the participants. The
participants in the complex adaptive system
will then decide whether to continue to pursue
their existing strategy or to change to another
strategy.
To be able to understand the complex
adaptive system that is the business
environment, we need to first understand who
the participants are in the system and what
interactions are involved. Interaction patterns
emerge and can be analyzed to identify the
behaviors that are present in the system. This
leads to the development of relationships
between the system’s participants. These
participants also have the ability to influence
and shape the forces that are present in the
system – often resulting in significant impact
on the other system participants.
Thus we are able to map the business
environment and represent it as a complex
adaptive system by understanding:
• Who are the participants in the
system?
• What is the nature of participant
interaction and the resulting
relationships?
• What are the prevailing environmental
forces?
This mapping, when conducted for a framed
complex system within a particular context (be
it marketplace or organizational), provides an
organization with unique insight into the
system within which it operates.
Applications for Early Detection Systems
An early detection capability (which when
applied, we refer to as Early Detection
Systems) provides an understanding of the
marketplace or organizational environment
from the context and perspective of the
participants within that environment. A
mapping is created of the environment in
regards to:
• Participants within the system and
their associated relationships and
interactions.
• Dominant and influencing forces within
the system and their respective
relationships.
• Stable, emerging, and changing
behaviors present in the system.
Early Detection Systems can be deployed in a
number of settings to support the intelligence
requirements of an organization. In decision-
making levels of an organization, Early
Detection Systems inform strategic
formulation, design, and implementation,
highlighting opportunities for both internal and
external innovation and identifying focus areas
for the application of risk management
competencies. Early Detection Systems can
be used for environmental scans of business
Page 4 of 8 © 2006 TKG Consulting Pty Ltd
environments, market research and analysis,
development of customer insight, and
business opportunity development. Internal to
the organization, the Early Detection System
can be used to understand issues around
corporate culture, to evaluate workforce issues
and problems, and to support and assist
corporate program implementation and
initiative rollout.
Conceptual Model for Early Detection
Systems
The conceptual model for an Early Detection
System is grounded in the mapping of the
business environment as a complex adaptive
system and encompasses four primary
modules.
V
i
s
u
a
l
i
z
a
t
i
o
n
,
R
e
p
o
r
t
i
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g
&
Q
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Patterns & Insight
Patterns & Insight
Sense-making & Analytics
Sense-making & Analytics
Data Capture and Storage
Data Capture and Storage
Figure 1 - Conceptual Model Modules for
an Early Detection System
Data Capture and Storage
In an attempt to properly understand the
environment, we need to focus on gathering
data that provides context for the environment
in question. One of the best sources available
to provide context is the narrative data that is
collected from representatives of the
environment. When people share an
experience with others, it provides detailed
and relevant context of the situation as it has
been experienced. For example, a person’s
story or experience will include: why things
happened, how they happened, and who was
involved. From a complex adaptive systems
perspective, this provides important
information about the participants that were
present, the interactions that occurred, and the
prevailing environmental forces at the time.
Narrative data can be gathered through
interviews, focus groups, and online surveys.
Although narrative data provides an important
source of data for mapping complex adaptive
systems, additional forms of unstructured data
can also be collected from sources such as
newspapers, magazines, media broadcasts,
websites, reports, etc.
Unstructured data needs to be stored
differently to structured data and is commonly
stored in a new generation of narrative
knowledge base technology that can account
for both forms of data. Additional information
(metadata) can also be tagged to this material
and can include categories such as: source,
author, date captured, and other user or
business-defined tags. The narrative
knowledge base provides an important central
storage capability that allows users to access,
retrieve, and work with the captured data.
In an Early Detection System, key data
elements are captured for each of the
unstructured data pieces. This includes the
agents (“participants”), the main topics, and
the main behaviors that are present in the
data. Additional information, such as facts and
events, can also be entered and used for
subsequent analyses.
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Sense-making and Analytics
A combination of system tools and participant-
based workshop techniques are used to assist
with sense-making activities. These activities
help participants rapidly make sense of large
volumes of data. Data is clustered into
classes and sub-classes, and elements of the
complex system emerge as a result of
participant interpretation, definition and
prioritization. Activities and techniques aim to
understand the following aspects of the
complex system:
• Major participating agents
(“participants”)
• Strategies employed by the
participants
• Dominant and influencing
environmental forces
• Stable, emerging, and changing
behaviors.
It is important to understand the relationships
between the different entities in the complex
system:
• What are the relationships between
participants in the system?
• What are the relationships between
the dominant and influencing forces?
• What are the relationships between
the participants and the forces?
An Event Timeline is developed that displays
the current situation’s environment and the
events that lead up to the current situation. An
ontology of concepts and relationships is
extracted and built from the data. The
knowledge base is updated with the resulting
ontology, including the identified participants,
environmental forces, and behaviors and their
respective relationship analyses.
Visualization, Reporting, and Query Tools
Fundamental to the ability to monitor for
system shifts over time is the initial
benchmarking of the system’s starting
conditions. Application of the early detection
method always begins with a framing of the
starting conditions present in the system in
question. In visualization, we focus on
developing a visual format that displays the
starting conditions of the system elements and
their subsequent relationships. Repeated
application of the method will leverage visual-
based analytic outputs in providing the ability
to record changes and monitor for shifts over
time. The visualization of the system
transitions provides us with the opportunity for
the early detection of changes, giving
organizations the ability to leverage
opportunities or mobilize in response to
threats. Visualization tools provide graphical
displays of the complex system that is being
analyzed. As data is compiled over time, the
visualization tools display the changing nature
of the system. This “changing nature” is
reflected by using a time bar element to cycle
between the current situation and multiple past
situations and vice versa. Questions such as,
“Which new participants have entered the
system?”, “Which participants have exited?”,
and “What are the evolving strategies of the
participants?” can be easily visualized, and the
changing nature of the relationships amongst
the participants over time is displayed. Visual
indicators display the number of data points
associated with participants, environmental
forces, and behaviors at a given point in time.
Users can drill down into the narrative
knowledge base to view the detail of the data
that is summarized in the visualization tools.
Page 6 of 8 © 2006 TKG Consulting Pty Ltd
Reporting and query tools utilize the ontology
to allow further in-depth analysis of the
gathered data. Users are able to mine the
data using traditional search mechanisms in
conjunction with the bottom-up ontology
structures that yield an intuitively navigable
taxonomy for sifting through the narrative. The
process of reading stories and experiences is
essential in generating insight for the user who
is reviewing the data (see “Patterns and
Insight” below).
An important indicator for detecting weak
signals is the change of behaviors amongst
participants within a complex adaptive system.
If stable behaviors are maintained, then
organizations are able to engage in tactical
planning activities that address the application
of resources to the current situation, but if
behaviors are changing, then organizations
will need to be flexible in determining
strategies and allocation of resources,
potentially finding that new products, services,
or business models may be required. Being
able to readily identify new and emerging
behaviors provides organizations with a very
powerful early detection capability.
Patterns and Insight
During the course of the sense-making
activities, new patterns representing early
detection opportunities and threats begin to
emerge from the mapping of the complex
adaptive system, the accumulated narrative
knowledge base, and the visualized
relationship outputs. In addition, members of
the team access the narrative knowledge base
and, through their own querying and reading of
the material, will also identify new patterns.
The phenomenon of “connecting the dots”
begins to occur as new insights are generated
from the sense-making activities. Insights and
patterns that are identified are then captured
into the Early Detection System.
The sense-making activities have resulted in a
mapping of the complex adaptive environment.
Analysis of the participants, forces, and
behaviors provide an understanding of the
following:
• Which forces are affecting which
participants?
• Which behaviors are predominant with
which participants?
• Which behaviors are new or
emerging?
• Which participants are entering or
exist in the system?
• Are there new participants, and, if so,
what behaviors are being exhibited?
Many pattern permutations become visible
through the mapping of the complex adaptive
system. New insight is derived from the
patterns of data that come from the analysis of
the relationships, the understanding of the
stable behaviors, and the visualization of new
behaviors as they emerge within an
environment. By understanding the nature of
behaviors, the influencing forces, and the
relationships between participants in a system,
early detection of new or changing participant
strategies is enabled and can reflect or impact
on all levels of the business value chain,
including customers, competitors, distributors,
and suppliers. This ability leads to a very
effective early detection capability to inform
strategy, enable innovation, and provide
identification of threats for risk management
purposes.
Once patterns and insight are generated,
additional workshops are run that focus on the
Page 7 of 8 © 2006 TKG Consulting Pty Ltd
convergence of the identified patterns. The
development of new insight provides valuable
information that informs the organizational
strategy on how to move forward and
successfully address patterns that have been
identified in the early detection capability.
However, although gaining new insight can be
exciting and motivating, without taking action
and monitoring for results, the insight itself is
rendered useless. Thus, the convergence
workshops help participants to take their
insight and design actions to address patterns,
leaving the organization with an action plan
that will help address the early indicators
before they either harm the organization
(threats) or cease to exist as an element of
competitive advantage (opportunities).
Monitoring for Change
With the goal of implementing a sustainable
capability to address change, a monitoring
system for the complex environment is then
designed and implemented. This iterative
analysis and review process utilizes a sound
monitoring plan that is designed and instituted
to track the ever-changing nature of the
complex system and any initiatives that the
organization may undertake in attempting to
influence and transition the state of that
system.
REFERENCES
Although not directly quotable for the purposes
of this paper, there are a collection of sources
that have informed our thinking in the design
and application of the methods discussed
above. They are referenced below.
Primary
Axelrod, R. and Cohen, M. (2000).
Harnessing Complexity: Organizational
Implications of a Scientific Frontier. Basic
Books: New York, NY.
Clark, Andy (1997). Being There: Putting
Brain, Body and World Together Again. MIT
Press: Cambridge, MA.
Cilliers, Paul (1998). Complexity and Post-
modernism. Routledge: London, England.
Kurtz, C.F. and Snowden, D.J. (2003). IBM
Systems Journal, Vol. 42, No. 3.
Van Tonder, C.L. (2004). Organisational
Change Theory and Practice. Van Schaik
Publishers: Pretoria, South Africa.
Secondary
Axelrod, R. (1984). Evolution of Cooperation.
Basic Books: New York, NY.
Bennet A. and D (2004). Organizational
Survival in the New World: The Intelligent
Complex Adaptive System. Elsevier Science
& Technology Books: Burlington, MA.
Buchanan, Mark (2002). Nexus: Small worlds
and the groundbreaking science of networks.
W.W. Norton & Company, Inc.: New York,
NY.
Cleary, S. and Malleret, T. (2006). Resilience
to Risk. Human & Rousseau (Pty) Ltd: Cape
Town, South Africa.
Gladwell, M. (2000). The Tipping Point. Little,
Brown, and Co.: New York, NY.
Johnson, Steven (2001). Emergence: The
connected lives of ants, brains, cities and
software. Scribner: New York, NY.
Lewin, Roger (1999). Complexity: Life at the
edge of chaos. University of Chicago Press:
Chicago, IL.
McGee, Kenneth G. (2004). Heads Up: how
to anticipate business surprises and seize
opportunities first. Harvard Business School
Publishing: Boston, MA.
Page 8 of 8 © 2006 TKG Consulting Pty Ltd
Surowiecki, James. The Wisdom of Crowds:
Why the Many Are Smarter Than the Few and
How Collective Wisdom Shapes Business,
Economies, Societies and Nations.
Doubleday: New York, NY.
Waldrop, M. Mitchell. (1992). Complexity: The
Emerging Science at the Edge of Order and
Chaos. Touchstone: New York, NY.
TKG Consulting
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specialize in areas of transformation, complexity,
and knowledge management. Our network of
consultants has many years of industry knowledge
and experience working with complex business
problems and organizational transformation and
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TKG Consulting works with organizations by
assisting and guiding them through exploration and
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processes that allows clients to gain new insight
and develop new initiatives to address critical
issues and needs both internal and external to the
organization. Additionally, TKG Consulting provides
knowledge and expertise that can aid organizations
in developing strategic implementation capabilities
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platforms and enablers to support transformation.
TKG Consulting provides consulting and training
to its clients to help them better understand how to
manage and operate in complex environments.
This provides the ability to implement solutions that
address some of the key themes affecting
organizations in today's complex global economy:
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Information
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At TKG Consulting we believe that the key to
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teams, we facilitate processes that allow clients to
gain new insight and develop new initiatives to
address critical issues and needs both internal and
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For further information, please contact:
Cory Costanzo (USA)
Partner, TKG Consulting LLC
Partner, TKG Consulting Pty Ltd
email: [email protected]
phone: +1 (617) 894-3198
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