Today’s organization is being trapped within past paradigms that prevent it to be more flexible and dynamic. Recently, in past years organizations have unsuccessfully sought the formulas that would allow them to survive in a competitive environment which is every day more dynamic and disorderly. However, changes have been partial and organizations haven’t been able to adapt the business essence according to the new and incremental environmental demands. In spite of everything, we know the 21st Century organizations should learn to evolve and adapt their structures in this new environment if they want to stay within the competition arena. The Process-Structure Model will allow us to understand and modify the complex internal organizational dynamics, identifying the structures that generate the spread of dissimilar conducts and events. In the Complexity and Chaos book, the tool of Management Complexity is also presented, an ideal support for those organizations trying to design or redesign structures in order to reach the conducts and learning that would guarantee the adaptation to their environment. The process of organizational change could be accomplished in learning cycles considering the essential structure in order to reach a sustained and healthy growth.

1. Complexity Management
through
Structural Change ©
By Alfonso Cornejo
Author of the Book
Complexity and Chaos:
A Guide for XXI Century Management
03/2010 Alfonso Cornejo CM~SC © 1

2. Why the Low
Performance of
Processes?
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3. Because Structures…
Structures
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4. generate
Structures
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5. Processes…
Structures Processes
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6. …and Processes…
Structures Processes
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7. …repeated many
times can…
Processes
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8. …create, modify,
transform Structures
Structures Processes
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9. Structure-Process is a
co-dependent
duality
Structures Processes
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10. with unstoppable
dynamic
Structures Processes
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11. with movement, and
unintended
transformations
Structures Processes
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12. that integrate in
Systems
Structures Processes
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13. that interchange
information and energy
with its Environment
Structures Processes
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14. A System…
Environment
Structures Processes
System Frontier
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15. …that interacts at
different
levels
Environment
Structures Struct Proc Processes
System Frontier
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16. …one of which
is Culture
Environment
Structures Struct Proc Processes
System Frontier
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17. Now…to understand
Behavior
Environment
Structures Struct Proc Processes
System Frontier
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18. We need to look closely
to the dynamic
interactions
Environment
Structures Struct Proc Processes
System Frontier
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19. Culture is not isolated
Struct Proc
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20. That explains why it is
not so easy to change
Struct Proc
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21. And also that if you
want to change
Behaviors….
Environment
Structures Struct Proc Processes
System Frontier
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22. Structures must
change….
Environment
Structures Struct Proc Processes
System Frontier
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23. And Culture counts….
as part of the equation
Environment
Structures Struct Proc Processes
System Frontier
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24. The System is not
isolated..is coevolving
whit its Environment
Environment
Structures Struct Proc Processes
System Frontier
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25. Structurally coupled
with its Environment
Environment
Structures Struct Proc Processes
System Frontier
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26. With Systems at a
higher level
Environment
Structures Struct Proc Processes
System Frontier
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27. Structure-Process
Model means that…
Environment
Structures Struct Proc Processes
System Frontier
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28. …If You Build it….
Structures
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29. …They Will Come….
Environment
Structures Struct Proc Processes
System Frontier
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30. Previous slides
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31. Book
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32. Contact
ACCELUM
CONSULTING NETWORK
Ceoffices
Ave Lázaro Cárdenas No. 1007
2o Piso Valle Oriente
San Pedro Garza García, NL., México
CP 66266
Tel. 8220 9075
accelum@gmail.com
www.wix.com/accelum/accelum
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