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As per the Cynefin framework (Chapter 0), in the “Clear” and “Complicated” quadrants work is predictable and a fixed, standard approach to mitigating risks may be appropriate. However, “Complex” product development is unique. It has not been done before, either at all or in context, and there are unknown-unknowns. There is a need to focus on outcom

A Collaborative organization tends to have big but not deeply specific goals (i.e., there may be a wide vision but without a detailed specification or a fixed delivery date). This culture embraces learning and consistent,

Unique product development takes place in the Complex Domain. This is where there are unknown-unknowns and acting in the space changes the space. Cause and effect can only be deduced in retrospect. Whereas the previous two domains are ordered, this domain is unordered. There is no such thing as best practice or even good practice because activity i

The complexity of the new networked, interdependent economy creates an ambiguous, uncertain, competitive landscape. Companies must be flexible enough to rapidly respond to changes in their environments, or risk extinction.

Complex is where the relationships between cause and effect are only clear in retrospect. It’s an emergent practice. This is the field that entrepreneurs frequently find themselves in. It’s not clear what to do next, because you exhausted the expertise you gained through education. The problem is solved, instead, by testing new solutions and seeing