Self-organized transitions: A pattern amid the chaos of transformative change

Abstract

Navigating major transitions is never easy, but complexity science offers insights into the transformations of three new ventures on the verge of a critical transition. The outcomes of change were unpredictable, but the process of change was extremely similar across the three firms. Moreover, the successful transitions incorporated three qualities: high self-reference, increased capacity, and interdependent organizing. In-depth case studies from an intensive research project on these themes reveal this pattern amid the chaos of entrepreneurial change, offer a new method of control in dynamic systems, and help managers leverage transformation in new ventures.