These are sample slides from a course on Bioinspired Strategic Design. This book introduces a new bioinspired model for designing organizational systems by drawing on natural analogies to improve survivability. The goal of this book is to provide organizations with the tools they need to understand the design of living systems and use the lessons to improve their ability to respond to uncertainty in dynamic and challenging environments.
Contact me on Linkedin to learn more about the book and the course. https://www.linkedin.com/in/tteapen/
Finkenstadt, Daniel J., & Eapen, Tojin T. (2024). Bioinspired Strategic Design. Productivity Press / Tay-lor & Francis, LLC. Forthcoming.
Polycarbonates are a group of thermoplastic polymers that are easily worked, molded, and thermoformed. They find many applications in building construction due to these properties. Polymer composites combine polymer resins like polyester, vinylester and epoxy with fibers and fillers to produce materials with improved properties over the individual components. High strength fibers of glass, aramid and carbon are used to reinforce polymers and improve mechanical properties. Polycarbonate sheets are widely used for roofing in applications like skylights, dormers, greenhouses and more due to their enhanced flexible strength and ability to be easily curved and bent.
Unlocking Design in Nature for Innovation Ecosystems: The ERP FrameworkTojin Eapen, PhD
This presentation is on the ERP framework on survivability and how it can support sustainable and innovative systems design. The ERP model is based on the premise that all entities need to manage influence, resources, forces, and observers. The effective management of these resources is what allows it to survive in hostile environments.
Adaptive management is a flexible strategy for managing complex systems that accounts for changing circumstances. It recognizes that ecosystems are nonlinear and unpredictable, with multiple states and transitions. The key steps of adaptive management are to set a vision and objectives, design management zones and thresholds of potential concern to meet objectives, and implement management options while continuously monitoring and incorporating feedback to improve outcomes. Adaptive management requires stakeholder involvement, clear communication, and an appreciation that ecosystems are complex and our interventions may have unintended consequences.
The document discusses key concepts related to resilience, social innovation, and adaptive change. It defines resilience as a system's ability to absorb disturbance and reorganize while retaining function. Adaptability and transformability allow systems to manage or create new ways of living. The adaptive cycle model shows phases of growth, conservation, release/destruction, and reorganization. Strategic grantmaking can aim to build resilience through adaptation or reduce resilience to enable transformation, depending on the goal. Cross-scale interactions are important to consider.
1) The document discusses the debate around whether organisational inertia in small and medium enterprises (SMEs) is resolved by better management or whether incompetent management gets weeded out through selection.
2) Research found that during recessions, SMEs with higher adaptability in outputs had greater longevity than competitors, showing the importance of adaptability.
3) The study concluded that both competitive selection and a firm's developmental adaptability through routines contribute to industry change and survival. Adaptability was particularly important for survival during the recession.
This document discusses the debate around whether organisational inertia in small and medium enterprises (SMEs) is resolved by better management or whether the incompetent get weeded out through selection. It summarizes different perspectives on this issue from the strategy school, organizational ecology paradigm, and neoclassical economics. The document then outlines an agenda to look at adaptability and survival from an evolutionary perspective, present research on the adaptability/inertia/survival relationship for SMEs, and challenge the role of selection alone in explaining industry attributes. Key terms related to adaptation, adaptability, stability, and inertia are also defined.
This document discusses the dynamic capabilities view of why some firms achieve sustainable competitive advantages. It summarizes the perspectives of Nelson and Winter on how individual skills and routines contribute to organizational capabilities. The author argues that organizational decisions may not always be optimal and capabilities are difficult to imitate, giving firms advantages. Capabilities arise from organizational routines and resistance to change. For capabilities to provide strategic benefits, they must be valuable and neither too complex nor too simple, and grow over time in ways competitors cannot easily acquire.
Polycarbonates are a group of thermoplastic polymers that are easily worked, molded, and thermoformed. They find many applications in building construction due to these properties. Polymer composites combine polymer resins like polyester, vinylester and epoxy with fibers and fillers to produce materials with improved properties over the individual components. High strength fibers of glass, aramid and carbon are used to reinforce polymers and improve mechanical properties. Polycarbonate sheets are widely used for roofing in applications like skylights, dormers, greenhouses and more due to their enhanced flexible strength and ability to be easily curved and bent.
Unlocking Design in Nature for Innovation Ecosystems: The ERP FrameworkTojin Eapen, PhD
This presentation is on the ERP framework on survivability and how it can support sustainable and innovative systems design. The ERP model is based on the premise that all entities need to manage influence, resources, forces, and observers. The effective management of these resources is what allows it to survive in hostile environments.
Adaptive management is a flexible strategy for managing complex systems that accounts for changing circumstances. It recognizes that ecosystems are nonlinear and unpredictable, with multiple states and transitions. The key steps of adaptive management are to set a vision and objectives, design management zones and thresholds of potential concern to meet objectives, and implement management options while continuously monitoring and incorporating feedback to improve outcomes. Adaptive management requires stakeholder involvement, clear communication, and an appreciation that ecosystems are complex and our interventions may have unintended consequences.
The document discusses key concepts related to resilience, social innovation, and adaptive change. It defines resilience as a system's ability to absorb disturbance and reorganize while retaining function. Adaptability and transformability allow systems to manage or create new ways of living. The adaptive cycle model shows phases of growth, conservation, release/destruction, and reorganization. Strategic grantmaking can aim to build resilience through adaptation or reduce resilience to enable transformation, depending on the goal. Cross-scale interactions are important to consider.
1) The document discusses the debate around whether organisational inertia in small and medium enterprises (SMEs) is resolved by better management or whether incompetent management gets weeded out through selection.
2) Research found that during recessions, SMEs with higher adaptability in outputs had greater longevity than competitors, showing the importance of adaptability.
3) The study concluded that both competitive selection and a firm's developmental adaptability through routines contribute to industry change and survival. Adaptability was particularly important for survival during the recession.
This document discusses the debate around whether organisational inertia in small and medium enterprises (SMEs) is resolved by better management or whether the incompetent get weeded out through selection. It summarizes different perspectives on this issue from the strategy school, organizational ecology paradigm, and neoclassical economics. The document then outlines an agenda to look at adaptability and survival from an evolutionary perspective, present research on the adaptability/inertia/survival relationship for SMEs, and challenge the role of selection alone in explaining industry attributes. Key terms related to adaptation, adaptability, stability, and inertia are also defined.
This document discusses the dynamic capabilities view of why some firms achieve sustainable competitive advantages. It summarizes the perspectives of Nelson and Winter on how individual skills and routines contribute to organizational capabilities. The author argues that organizational decisions may not always be optimal and capabilities are difficult to imitate, giving firms advantages. Capabilities arise from organizational routines and resistance to change. For capabilities to provide strategic benefits, they must be valuable and neither too complex nor too simple, and grow over time in ways competitors cannot easily acquire.
Survivability Design in Hostile Environments: Lessons from Squids, Ships, St...Tojin Eapen, PhD
This paper introduces a novel ERP model of survivability design using natural analogies.
Management theories frequently emerge from biological metaphors. Every entity seeks to continue existence, to survive. Firms, governments, and individuals balance survivability
factors of efficiency, resilience, and prominence (ERP) to stay alive. The researchers employ a
comparative analysis methodology between squids, military ships, startup firms in the defense industry, and strategic supply chains using these analogies and a novel ERP model as an analytical framework. Comparing the cases yields general principles of strategic design that
potentially extend to other entities that function in hostile environments. These principles
primarily relate to the relative significance of threats, the importance of ERP factors, the
nature of interrelationships among the ERP factors, and the tradeoffs involved while taking
actions to improve survivability. The paper offers insights into the use of ERP analogical case
analysis as a means for interdependent entities to co-create strategies to plan for and
overcome dilemmas in hostile environments.
The document discusses organizational environments and how organizations interact with their environments. It covers several theories on organizational environments including:
- Environmental contingency theory which states that organizations must match their structure to stable or dynamic environments.
- Resource dependence theory which examines how organizations depend on other organizations for resources and how this creates power dynamics.
- Population ecology theory which looks at how organizations compete for survival within their ecological niche.
- Institutional theory which argues that organizations must conform to social norms and values to maintain legitimacy.
The document provides frameworks for analyzing an organization's task environment, general environment and international environment. It also discusses strategies for managing dependencies and uncertainties in the external environment.
1) The document discusses extending farm models from linear profit maximization to nonlinear utility maximization by considering farmers' preferences.
2) Progress has been made implementing models of farmers' utility preferences for attributes like biodiversity and profit.
3) However, challenges remain in fully specifying, modeling, and validating complex utility models that capture all relevant farmer goals and tradeoffs. More work is needed to represent preferences accurately while avoiding issues like attribute redundancy.
The document discusses the character Hiro Hamada from the film Big Hero 6. It notes that Hiro defies typical gender roles and does not project an aggressive or tough appearance, despite having confidence in his abilities. Hiro is portrayed as intelligent yet unsure of his path, with an older brother who encourages him to pursue his talents.
This document discusses establishing a Resilience Topic Working Group within the Challenge Program on Water and Food to advance understanding and application of resilience thinking. It provides examples of resilience research topics and outlines potential core themes the group could address, including linked social-ecological systems, regime shifts, disturbances and shocks, and operationalizing adaptive management. The document also proposes an initial workplan for the group to develop a position paper, establish the group, synthesize past work, participate in forums, and facilitate learning across projects.
Resilience Design Toolkit. 50 Ingredients for Sustainable Business Model Inno...Sebastiaan de Neubourg
The Resilience Design Toolkit is a tool for change makers.
The toolkit offers a straightforward way to integrate key sustainability principles within the core business of a company, creating a more resilient and circular economy. The tool combines resilience thinking and biomimicry and is built on basis of the Business Model Canvas.
The tool is freely available under a creative commons license.
Presentation by Teresa Wagner, Leader, Product Stewardship, Owens Corning, at CAMX on October 16, 2014. This presentation illustrates how in-depth LCA concepts can be converted into a user-friendly, simplified concept screening tool, for product developers to drive more sustainable product portfolios prior to more comprehensive assessments.
This document discusses the concept of organizational resilience from several perspectives:
- Resilience refers to an organization's ability to withstand disruption and adapt to change while maintaining productive functioning. It involves both internal adaptability and relationships with external stakeholders.
- Models of resilient organizations include those with adaptive cultures, strategic resilience to seize opportunities, and operational resilience to avoid or recover from accidents.
- Building resilience involves managing past performance, developing intelligence, resources, design, adaptation and culture, and rehearsing resilience through innovation.
- Frameworks and tools exist to measure and develop an organization's resilience potential through elements like goal-seeking, risk avoidance, understanding crises, and access to resources.
Dr. Ruth Murray-Webster is a consultant who specializes in organizational change, uncertainty, risk, and change management. In her presentation, she discusses how resistance to change is often viewed negatively but can actually be a logical and legitimate response that provides insight for change agents. She argues that change agents should seek to understand resistance in order to work with it productively and achieve creative results from the change process. Finally, she provides recommendations for how to find and work with the energy from stakeholders in order to successfully implement change.
Embedding Sustainability into Strategy II: Making Tracks on SafariMiles Weaver
This document discusses embedding sustainability into corporate strategy. It begins by outlining four levels of strategic response to sustainability issues: enterprise strategy, corporate strategy, business strategy, and functional strategy. It then discusses the differences between "bolt-on" and "embedded" sustainability strategies. The document also examines how firms can turn social and environmental issues into business opportunities through innovation, and how to incorporate sustainability concerns into strategy at different organizational levels. Finally, it previews next week's discussion of the Laszlo sustainability model and designing for sustainability across supply chains. The overall discussion focuses on developing a deeper understanding of strategic sustainability responses.
The document provides an overview of the history and major approaches to management. It discusses ancient management practices, the contributions of Adam Smith and the Industrial Revolution, and the classical, quantitative, behavioral, and contingency/contemporary approaches. These include scientific management by Taylor, Fayol's principles of management, Weber's bureaucracy theory, the use of quantitative methods emerging from WWII, the Hawthorne Studies, and the contingency approach where the best management style depends on situational factors.
The document provides an overview of the history and major approaches to management. It discusses ancient management practices, the contributions of Adam Smith and the Industrial Revolution, and the classical, quantitative, behavioral, and contingency/contemporary approaches. These include scientific management by Taylor, Fayol's principles of management, Weber's bureaucracy theory, the use of quantitative methods emerging from WWII, the Hawthorne Studies, and the contingency approach where the best management style depends on situational factors.
The document provides an overview of the history and major approaches to management. It discusses ancient management practices, the contributions of Adam Smith and the Industrial Revolution, and the classical, quantitative, behavioral, and contingency/contemporary approaches. These include scientific management by Taylor, Fayol's principles of management, Weber's bureaucracy theory, the use of quantitative methods emerging from WWII, the Hawthorne Studies, and the contingency approach where the best management style depends on situational factors.
This document provides an outline for a chapter on strategic management. It covers key topics like the strategic management process, types of organizational strategies, and competitive advantage. The 6-step strategic management process involves identifying goals, external/internal analysis, strategy formulation, implementation, and evaluation. Types of organizational strategies include corporate strategies like growth, stability, and renewal. Business strategies focus on how a company competes in each business unit. Competitive advantage provides an edge over rivals through qualities like superior management of resources and core competencies.
Why I want to be an Army Officer Essay Example. Why Do I Want I be a Military Officer? Free Essay Example. Army ocs essay - Apreamare. Army officer application essay. Why I want to be an Army Officer | Sergeant | Officer (Armed Forces). Why I Want To Be An Army Officer Essay Example - PHDessay.com. Essay on My Aim in life to become an Army Officer. Buy Essay Online - military essay samples - 2017/10/09. ⇉Why I Want to Be an Army Officer Essay Example | GraduateWay. Essay on Why I Want To Become an Army Officer - YouTube.
The document discusses organizational culture and how it constrains managers. It describes the manager's role as either omnipotent or symbolic. Managers have limited discretion that is influenced by factors like the environment and culture. Organizational culture is defined as shared meanings and beliefs held by members that guide how they act. Culture is transmitted through stories, rituals, symbols and language and shapes managerial decisions around planning, organizing, leading, and controlling.
4 Indiana University Kelley School of Business, Indiana Busi.docxgilbertkpeters11344
4 Indiana University Kelley School of Business, Indiana Business Research Center
The Triple Bottom Line: What Is It and
How Does It Work?
tiMothy F. Slaper, Ph.D.: Director of Economic Analysis, Indiana Business Research Center, Indiana University Kelley School of
Business
tanya J. hall: Economic Research Analyst, Indiana Business Research Center, Indiana University Kelley School of Business
S
ustainability has been an
often mentioned goal of
businesses, nonprofits and
governments in the past decade, yet
measuring the degree to which an
organization is being sustainable or
pursuing sustainable growth can be
difficult.
John Elkington strove to measure
sustainability during the mid-1990s
by encompassing a new framework
to measure performance in
corporate America.1 This accounting
framework, called the triple
bottom line (TBL), went beyond the
traditional measures of profits, return
on investment, and shareholder
value to include environmental and
social dimensions. By focusing on
comprehensive investment results—
that is, with respect to performance
along the interrelated dimensions
of profits, people and the planet—
triple bottom line reporting can
be an important tool to support
sustainability goals.
Interest in triple bottom line
accounting has been growing across
for-profit, nonprofit and government
sectors. Many businesses and
nonprofit organizations have adopted
the TBL sustainability framework to
evaluate their performance, and a
similar approach has gained currency
with governments at the federal, state
and local levels.
This article reviews the TBL
concept, explains how it can be useful
for businesses, policy-makers and
economic development practitioners
and highlights some current
examples of putting the TBL into
practice.
The Triple Bottom Line Defined
The TBL is an accounting framework
that incorporates three dimensions of
performance: social, environmental
and financial. This differs from
traditional reporting frameworks
as it includes ecological (or
environmental) and social measures
that can be difficult to assign
appropriate means of measurement.
The TBL dimensions are also
commonly called the three Ps: people,
planet and profits. We will refer to
these as the 3Ps.
Well before Elkington introduced
the sustainability concept as “triple
bottom line,” environmentalists
wrestled with measures of, and
frameworks for, sustainability.
Academic disciplines organized
around sustainability have multiplied
over the last 30 years. People inside
and outside academia who have
studied and practiced sustainability
would agree with the general
definition of Andrew Savitz for
TBL. The TBL “captures the essence
of sustainability by measuring the
impact of an organization’s activities
on the world ... including both
its profitability and shareholder
values and its social, human and
environmental capital.”2
The trick isn’t defining TBL. The
trick is measuring it.
.
The impact of a corporate culture of sustainability on corporate behavior and...Glenn Klith Andersen
This document examines the impact of a corporate culture of sustainability on corporate behavior, performance, and governance. Specifically, it compares companies that voluntarily adopted environmental and social policies (high sustainability companies) to those that adopted few such policies (low sustainability companies). It hypothesizes that high sustainability companies will have different board governance, stakeholder engagement, time horizons, information disclosure, and financial performance compared to low sustainability firms. The study uses a matched sample of 180 high and low sustainability companies to test these hypotheses over the long-term.
In this document, four scenarios for Tesla in the year 2026 are presented:
1) "Bloom" - A realistic positive scenario where Tesla continues leadership in EVs, expands production and charging infrastructure, and strengthens its sustainable energy initiatives.
2) "Gloom" - A realistic negative scenario where Tesla faces economic/regulatory challenges hindering investments and expansion.
3) "Zoom" - An extraordinary positive scenario where Tesla achieves breakthroughs in batteries/autonomy transforming mobility and sustainability.
4) "Doom" - An extraordinary negative scenario where Tesla confronts technological failures, supply chain collapse, and strategic misalignment in a period of crises.
We utilized DALL-E in January 2024 to illustrate the historical evolution of airplanes from 1903 to the present day, starting with the Wright Flyer. We also used DALL-E to envision potential changes in airplane design over the next eighty years. This exploration of how airplane technology has evolved provides insights and reveals limitations in predicting future technological advancements.
More Related Content
Similar to Bioinspired Strategic Design (2024) | Sample Course Notes | September 2023
Survivability Design in Hostile Environments: Lessons from Squids, Ships, St...Tojin Eapen, PhD
This paper introduces a novel ERP model of survivability design using natural analogies.
Management theories frequently emerge from biological metaphors. Every entity seeks to continue existence, to survive. Firms, governments, and individuals balance survivability
factors of efficiency, resilience, and prominence (ERP) to stay alive. The researchers employ a
comparative analysis methodology between squids, military ships, startup firms in the defense industry, and strategic supply chains using these analogies and a novel ERP model as an analytical framework. Comparing the cases yields general principles of strategic design that
potentially extend to other entities that function in hostile environments. These principles
primarily relate to the relative significance of threats, the importance of ERP factors, the
nature of interrelationships among the ERP factors, and the tradeoffs involved while taking
actions to improve survivability. The paper offers insights into the use of ERP analogical case
analysis as a means for interdependent entities to co-create strategies to plan for and
overcome dilemmas in hostile environments.
The document discusses organizational environments and how organizations interact with their environments. It covers several theories on organizational environments including:
- Environmental contingency theory which states that organizations must match their structure to stable or dynamic environments.
- Resource dependence theory which examines how organizations depend on other organizations for resources and how this creates power dynamics.
- Population ecology theory which looks at how organizations compete for survival within their ecological niche.
- Institutional theory which argues that organizations must conform to social norms and values to maintain legitimacy.
The document provides frameworks for analyzing an organization's task environment, general environment and international environment. It also discusses strategies for managing dependencies and uncertainties in the external environment.
1) The document discusses extending farm models from linear profit maximization to nonlinear utility maximization by considering farmers' preferences.
2) Progress has been made implementing models of farmers' utility preferences for attributes like biodiversity and profit.
3) However, challenges remain in fully specifying, modeling, and validating complex utility models that capture all relevant farmer goals and tradeoffs. More work is needed to represent preferences accurately while avoiding issues like attribute redundancy.
The document discusses the character Hiro Hamada from the film Big Hero 6. It notes that Hiro defies typical gender roles and does not project an aggressive or tough appearance, despite having confidence in his abilities. Hiro is portrayed as intelligent yet unsure of his path, with an older brother who encourages him to pursue his talents.
This document discusses establishing a Resilience Topic Working Group within the Challenge Program on Water and Food to advance understanding and application of resilience thinking. It provides examples of resilience research topics and outlines potential core themes the group could address, including linked social-ecological systems, regime shifts, disturbances and shocks, and operationalizing adaptive management. The document also proposes an initial workplan for the group to develop a position paper, establish the group, synthesize past work, participate in forums, and facilitate learning across projects.
Resilience Design Toolkit. 50 Ingredients for Sustainable Business Model Inno...Sebastiaan de Neubourg
The Resilience Design Toolkit is a tool for change makers.
The toolkit offers a straightforward way to integrate key sustainability principles within the core business of a company, creating a more resilient and circular economy. The tool combines resilience thinking and biomimicry and is built on basis of the Business Model Canvas.
The tool is freely available under a creative commons license.
Presentation by Teresa Wagner, Leader, Product Stewardship, Owens Corning, at CAMX on October 16, 2014. This presentation illustrates how in-depth LCA concepts can be converted into a user-friendly, simplified concept screening tool, for product developers to drive more sustainable product portfolios prior to more comprehensive assessments.
This document discusses the concept of organizational resilience from several perspectives:
- Resilience refers to an organization's ability to withstand disruption and adapt to change while maintaining productive functioning. It involves both internal adaptability and relationships with external stakeholders.
- Models of resilient organizations include those with adaptive cultures, strategic resilience to seize opportunities, and operational resilience to avoid or recover from accidents.
- Building resilience involves managing past performance, developing intelligence, resources, design, adaptation and culture, and rehearsing resilience through innovation.
- Frameworks and tools exist to measure and develop an organization's resilience potential through elements like goal-seeking, risk avoidance, understanding crises, and access to resources.
Dr. Ruth Murray-Webster is a consultant who specializes in organizational change, uncertainty, risk, and change management. In her presentation, she discusses how resistance to change is often viewed negatively but can actually be a logical and legitimate response that provides insight for change agents. She argues that change agents should seek to understand resistance in order to work with it productively and achieve creative results from the change process. Finally, she provides recommendations for how to find and work with the energy from stakeholders in order to successfully implement change.
Embedding Sustainability into Strategy II: Making Tracks on SafariMiles Weaver
This document discusses embedding sustainability into corporate strategy. It begins by outlining four levels of strategic response to sustainability issues: enterprise strategy, corporate strategy, business strategy, and functional strategy. It then discusses the differences between "bolt-on" and "embedded" sustainability strategies. The document also examines how firms can turn social and environmental issues into business opportunities through innovation, and how to incorporate sustainability concerns into strategy at different organizational levels. Finally, it previews next week's discussion of the Laszlo sustainability model and designing for sustainability across supply chains. The overall discussion focuses on developing a deeper understanding of strategic sustainability responses.
The document provides an overview of the history and major approaches to management. It discusses ancient management practices, the contributions of Adam Smith and the Industrial Revolution, and the classical, quantitative, behavioral, and contingency/contemporary approaches. These include scientific management by Taylor, Fayol's principles of management, Weber's bureaucracy theory, the use of quantitative methods emerging from WWII, the Hawthorne Studies, and the contingency approach where the best management style depends on situational factors.
The document provides an overview of the history and major approaches to management. It discusses ancient management practices, the contributions of Adam Smith and the Industrial Revolution, and the classical, quantitative, behavioral, and contingency/contemporary approaches. These include scientific management by Taylor, Fayol's principles of management, Weber's bureaucracy theory, the use of quantitative methods emerging from WWII, the Hawthorne Studies, and the contingency approach where the best management style depends on situational factors.
The document provides an overview of the history and major approaches to management. It discusses ancient management practices, the contributions of Adam Smith and the Industrial Revolution, and the classical, quantitative, behavioral, and contingency/contemporary approaches. These include scientific management by Taylor, Fayol's principles of management, Weber's bureaucracy theory, the use of quantitative methods emerging from WWII, the Hawthorne Studies, and the contingency approach where the best management style depends on situational factors.
This document provides an outline for a chapter on strategic management. It covers key topics like the strategic management process, types of organizational strategies, and competitive advantage. The 6-step strategic management process involves identifying goals, external/internal analysis, strategy formulation, implementation, and evaluation. Types of organizational strategies include corporate strategies like growth, stability, and renewal. Business strategies focus on how a company competes in each business unit. Competitive advantage provides an edge over rivals through qualities like superior management of resources and core competencies.
Why I want to be an Army Officer Essay Example. Why Do I Want I be a Military Officer? Free Essay Example. Army ocs essay - Apreamare. Army officer application essay. Why I want to be an Army Officer | Sergeant | Officer (Armed Forces). Why I Want To Be An Army Officer Essay Example - PHDessay.com. Essay on My Aim in life to become an Army Officer. Buy Essay Online - military essay samples - 2017/10/09. ⇉Why I Want to Be an Army Officer Essay Example | GraduateWay. Essay on Why I Want To Become an Army Officer - YouTube.
The document discusses organizational culture and how it constrains managers. It describes the manager's role as either omnipotent or symbolic. Managers have limited discretion that is influenced by factors like the environment and culture. Organizational culture is defined as shared meanings and beliefs held by members that guide how they act. Culture is transmitted through stories, rituals, symbols and language and shapes managerial decisions around planning, organizing, leading, and controlling.
4 Indiana University Kelley School of Business, Indiana Busi.docxgilbertkpeters11344
4 Indiana University Kelley School of Business, Indiana Business Research Center
The Triple Bottom Line: What Is It and
How Does It Work?
tiMothy F. Slaper, Ph.D.: Director of Economic Analysis, Indiana Business Research Center, Indiana University Kelley School of
Business
tanya J. hall: Economic Research Analyst, Indiana Business Research Center, Indiana University Kelley School of Business
S
ustainability has been an
often mentioned goal of
businesses, nonprofits and
governments in the past decade, yet
measuring the degree to which an
organization is being sustainable or
pursuing sustainable growth can be
difficult.
John Elkington strove to measure
sustainability during the mid-1990s
by encompassing a new framework
to measure performance in
corporate America.1 This accounting
framework, called the triple
bottom line (TBL), went beyond the
traditional measures of profits, return
on investment, and shareholder
value to include environmental and
social dimensions. By focusing on
comprehensive investment results—
that is, with respect to performance
along the interrelated dimensions
of profits, people and the planet—
triple bottom line reporting can
be an important tool to support
sustainability goals.
Interest in triple bottom line
accounting has been growing across
for-profit, nonprofit and government
sectors. Many businesses and
nonprofit organizations have adopted
the TBL sustainability framework to
evaluate their performance, and a
similar approach has gained currency
with governments at the federal, state
and local levels.
This article reviews the TBL
concept, explains how it can be useful
for businesses, policy-makers and
economic development practitioners
and highlights some current
examples of putting the TBL into
practice.
The Triple Bottom Line Defined
The TBL is an accounting framework
that incorporates three dimensions of
performance: social, environmental
and financial. This differs from
traditional reporting frameworks
as it includes ecological (or
environmental) and social measures
that can be difficult to assign
appropriate means of measurement.
The TBL dimensions are also
commonly called the three Ps: people,
planet and profits. We will refer to
these as the 3Ps.
Well before Elkington introduced
the sustainability concept as “triple
bottom line,” environmentalists
wrestled with measures of, and
frameworks for, sustainability.
Academic disciplines organized
around sustainability have multiplied
over the last 30 years. People inside
and outside academia who have
studied and practiced sustainability
would agree with the general
definition of Andrew Savitz for
TBL. The TBL “captures the essence
of sustainability by measuring the
impact of an organization’s activities
on the world ... including both
its profitability and shareholder
values and its social, human and
environmental capital.”2
The trick isn’t defining TBL. The
trick is measuring it.
.
The impact of a corporate culture of sustainability on corporate behavior and...Glenn Klith Andersen
This document examines the impact of a corporate culture of sustainability on corporate behavior, performance, and governance. Specifically, it compares companies that voluntarily adopted environmental and social policies (high sustainability companies) to those that adopted few such policies (low sustainability companies). It hypothesizes that high sustainability companies will have different board governance, stakeholder engagement, time horizons, information disclosure, and financial performance compared to low sustainability firms. The study uses a matched sample of 180 high and low sustainability companies to test these hypotheses over the long-term.
In this document, four scenarios for Tesla in the year 2026 are presented:
1) "Bloom" - A realistic positive scenario where Tesla continues leadership in EVs, expands production and charging infrastructure, and strengthens its sustainable energy initiatives.
2) "Gloom" - A realistic negative scenario where Tesla faces economic/regulatory challenges hindering investments and expansion.
3) "Zoom" - An extraordinary positive scenario where Tesla achieves breakthroughs in batteries/autonomy transforming mobility and sustainability.
4) "Doom" - An extraordinary negative scenario where Tesla confronts technological failures, supply chain collapse, and strategic misalignment in a period of crises.
We utilized DALL-E in January 2024 to illustrate the historical evolution of airplanes from 1903 to the present day, starting with the Wright Flyer. We also used DALL-E to envision potential changes in airplane design over the next eighty years. This exploration of how airplane technology has evolved provides insights and reveals limitations in predicting future technological advancements.
This document provides an in-depth exploration of the method of trisociation, which generates novel ideas by associating three distinct concepts. Trisociation builds upon bisociation, which combines two unrelated concepts. While briefly mentioned previously, trisociation has not been extensively studied. The document aims to comprehensively analyze trisociation's principles, processes, benefits, limitations and applications. It also explores how generative AI can enhance trisociation by suggesting additional concepts or generating new ideas based on given prompts.
This document discusses how generative AI can help companies improve their contingency scenario planning. Contingency scenario planning involves compressing traditional scenario planning timeframes from years to weeks or days to plan for unexpected disruptive events. Generative AI tools can help by identifying baseline scenarios, formulating trends based on emerging data, generating innovative ideas, combining scenarios, and evaluating strategies. The document provides a hypothetical example of an automotive manufacturer using generative AI to anticipate supply chain issues. It walks through identifying relevant factors, generating hypothetical trends, assessing scenario relationships, and creating a rich narrative scenario to help planners think strategically. The AI suggests ideas for the scenario and evaluates them based on efficiency, resilience and prominence to select the best strategy.
Presentation on augmenting creativity at University of Manitoba. https://web.archive.org/web/20240126051555/https://umanitoba.ca/asper/research/research-events
A flaw ("conceptual blending through analogy detection") made Generative AI text-to-image models a potent creative visualization and product design ideation tool.
Because of this flaw, models like OpenAI's DALL-E, Stability AI's Stable Diffusion, and Midjourney excelled at detecting analogies between concepts and merging them through a process of conceptual blending by detecting analogies. Nevertheless, this flaw poses challenges for users aiming to portray two separate concepts simultaneously.
This flaw allowed us to craft imaginative creatures like the 'phantafly' (a chimeric elephant with butterfly-like wings for ears) and generate numerous bioinspired product designs that impressively combined concepts by detecting analogical forms. You can find more examples here:
🦋https://lnkd.in/gyYxgsxR
🦋https://lnkd.in/gHh3PYYp
🦋https://lnkd.in/gc88cpp3
Project Silver - Proposed Design for the Symbol for India Rupee 2009Tojin Eapen, PhD
The new rupee symbol is derived from the Roman letter 'R' and the Devanagari letter 'Ra' representing the first letters of 'Rupee' in Roman and Hindi scripts. It also resembles the numeral '2' highlighting the mathematical combination of two similar letters. This pays tribute to India as the home of ancient mathematics. The symbol resembles the existing Unicode character for the Indian rupee to facilitate easy international acceptance and use. The design incorporates the 'Silver Ratio' where successive elements are in the same proportion, further beautifying the symbol.
Generative AI models can augment human creativity in several ways:
1) They can promote divergent thinking by making remote associations.
2) They can challenge expertise bias by generating novel images to trigger new ideas or assisting with methods like trisociation.
3) They can assist in idea evaluation and refinement by helping evaluate large numbers of ideas or expanding on initial concepts.
4) They can facilitate collaboration by improving communication of ideas for those with different language abilities or expertise with design tools.
The document discusses how generative AI can augment human creativity by promoting divergent thinking, challenging expertise bias, assisting in idea evaluation, supporting idea refinement, and facilitating collaboration. It provides examples of how generative AI is being used in various industries like engineering design, consumer products, toys & puzzles, clothing & fashion, food & beverages, and consumer services. The document argues that generative AI offers opportunities to businesses and governments to augment human creativity and democratize innovation.
The document is a bioinspired design review report from October 2023 that summarizes 15 bioinspired ideas. Some of the ideas discussed include using the bright white color of beetles to improve paints and lighting, mimicking insect navigation to enable precise geolocation, and drawing inspiration from jellyfish to develop self-healing materials and bioluminescent lighting. The report provides links to additional information on each bioinspired design concept.
AUGMENTING CREATIVITY USING GEN AI FOR DESIGN & INNOVATION | TOJIN T. EAPENTojin Eapen, PhD
Presentation slides from my September 2023 guest lecture on Generative AI and its impact on creativity. The lecture also highlights the key themes of my recent July/August 2023 Harvard Business Review (HBR) cover article, exploring the potential of Generative AI to enhance human creativity. Additionally, the presentation engages in a discussion regarding the emerging opportunities and challenges within this domain.
Generative AI (GAI) refers to a type of artificial intelligence that is able to generate new data or content, such as text, images, or music. This is typically done by training a model on a large dataset of existing data, and then using the model to generate new, similar data.
-Promote Divergent Thinking
-Challenge Expertise Bias
-Assist in Idea Evaluation
-Support Idea Refinement
-Facilitate Collaboration
https://hbr.org/2023/07/how-generative-ai-can-augment-human-creativity
One of the biggest opportunities generative AI offers to businesses and governments is to augment human creativity and overcome the challenges of democratizing innovation.
The Fox: An Illustrated Childrens' Book using Generative AITojin Eapen, PhD
I have always wondered how difficult it would be to create a children's book using generative AI. So, I decided to put it to the test!
First, I outlined a simple story and then used Midjourney to generate the illustrations. Later, I used ChatGPT to edit the story in the style of Enid Blyton. I estimate that the entire process took me less than 10 hours. Overall, I am not too disappointed with the output. However, it was challenging to generate complex imagery with multiple characters and maintain consistency in style. Anyone with a passing familiarity with generative AI can easily recognize that the illustrations were created this way.
This document discusses bioinspired system design principles from nature. It introduces Tojin T. Eapen and their background exploring ideas around bioinspiration. The document then outlines an agenda covering introduction to bioinspired design, learning from living systems using the ERP (Efficiency-Resilience-Prominence) model, and applications to startup strategies, technological innovation, and generative AI. Examples are provided of how biological systems balance ERP factors and how these principles can be applied to scenarios like startup growth strategies and biomimicry for more sustainable product development.
Bioinspired System Design at MAHE | February 2023Tojin Eapen, PhD
The document discusses principles of bioinspired system design based on efficiency, resilience, and prominence (ERP model). It describes strategies organisms use to manage resources (efficiency), forces (resilience), and observers (prominence). Startups can apply these lessons by balancing efficiency, resilience, and prominence in their growth. The document also discusses how biomimicry and AI are enabling new bioinspired innovations like a kingfisher-inspired bullet train.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
Thinking of getting a dog? Be aware that breeds like Pit Bulls, Rottweilers, and German Shepherds can be loyal and dangerous. Proper training and socialization are crucial to preventing aggressive behaviors. Ensure safety by understanding their needs and always supervising interactions. Stay safe, and enjoy your furry friends!
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
4. The Living Company
• In the book, The Living Company, published in 1997,
Arie de Geus asked why some companies survive
while others have a brief existence.
• Four characteristics of long-lived companies.
• First, they were sensitive to changes around them
• Second, they had a strong sense of identity.
• Third, they were tolerant, encouraging experimentation.
• Finally, they were financially conservative.
5. The Squirrel’s
Dilemma
Faced with the three-fold
challenges of limited food,
changing weather, and predators,
how does a squirrel make
decisions about stocking nuts?
6. Threats to Survival of Organism (Organization)
• (Limited) Resources (Ro)
• (Changing) Environment Forces (Fo)
• (Hostile) Observers (Ob)
Ob
Fo
Ro
S
Source: Eapen & Finkenstadt (2022)
9. Survivability Factors: ERP
• Efficiency E → Resource (Ro)
• Resilience R → Forces (Fo)
• Prominence P → Observers (Ob)
P
E
R
S
Ob
Fo
S
Ro
10. Efficiency and Survivability
• Efficiency is the ability of an entity to maximize the use of available resources and minimize
waste.
• Efficiency is crucial when resources are limited or hard to find. In a resource-scarce
environment, organisms that efficiently use resources are more likely to survive for two
reasons. First, existing resources can be utilized for more extended periods. Second, high-
efficiency levels also allow an entity to redirect its efforts from searching, gathering, and
competing for resources that can reduce survivability.
• A high level of efficiency is achievable in the presence of low variability in internal and
external conditions. For example, variation in the amount of food available requires an
organism to store excess resources internally for consumption when food is scarce, leading
to a loss of immediate efficiency.
11. Resilience and Survivability
• Resilience relates to the management of uncertain changes in the environment. Resilience is
particularly helpful to survival in the light of unexpected changes and an abundance of
resources. An entity can increase its resilience by maintaining slack or redundancy in some
form, which comes at the cost of efficiency.
• One form of resilience observed commonly in nature involves animals storing food internally
or externally during winter. The resilience of business and sports teams is represented by its
“bench strength,” where substitutes are available for current resources.
• The substitutes are available to take over in the case of changes in the form of demand,
increase in demand, or if current sources are incapacitated or become unavailable.
Resilience also involves the ability to recover quickly from damage.
12. Prominence and Survivability
• The third survival-related goal, prominence, relates to an entity’s ability to attract or evade the
attention of other decision-making (“target”) entities in the environment.
• In order to improve its survivability, an entity might decide to increase its prominence to
attract the attention of potential mates, prey, investors, or customers.
• Conversely, an entity might decrease its prominence to reduce attention from potential
predators, competitors, and instigators of hostile takeovers.
• The desired direction and intensity of the prominence depend on the specific nature of its
interaction with surrounding decision-making entities.
13. Prominence and Survivability
• Occasionally, the same entity can desire both increased and decreased attention from the
same target entity type.
• An organism may both desire or attempt to avoid the attention of a potential mate at different
times.
• In a similar vein, a company may try to avoid the attention of certain types of customers, such
as bargain hunters, while trying to draw interest from profitable customers.
14. Survivability Factors: ERP
• Efficiency E → Resource (Ro)
• Resilience R → Forces (Fo)
• Prominence P → Observers (Ob)
• [Resilience P → Observers (Ob)]
P
E
R
S
Ob
Fo
S
Ro
Source: Eapen & Finkenstadt (2022)
16. Efficiency-Resilience Linkage
• “If you want to go fast, go alone. If you want to go far, go together.” – African Proverb
• The reason why high levels of efficiency and resilience can be difficult to achieve
simultaneously at the same time in the near term can be understood when we look at
the role played by redundancy in establishing resilience.
Source: Eapen & Finkenstadt (2022)
17. Efficiency-Resilience Linkage
• High levels of resilience are often achieved by introducing multiple redundancies
such as components, resources, and capabilities. These redundancies are
maintained at a cost and can impinge on short-run efficiency.
• An animal may collect and maintain different food reservoirs in summer if it believes
that acquiring them would be difficult in the winter. However, these additional
reservoirs would require immediate extra effort and the provision of storage and
mechanisms that protect the resource from loss or damage. High levels of efficiency,
in turn, are often achieved at the cost of reliability by eliminating redundancy.
Source: Eapen & Finkenstadt (2022)
18. Prominence Linkages
• It is clear that in considering how an action aimed at improving efficiency impacts prominence
directly, we should also consider how it influences prominence via its influence on resilience.
First, let us look at the relationship between efficiency and prominence. We have seen that
changes in prominence emerge from (1) the presence of unusual attributes and (2) relative
change in attributes.
Source: Eapen & Finkenstadt (2022)
19. Prominence Linkages
• Large size is often associated with prominence.
• Thus, an action that leads to increased efficiency can often lead to a decrease in prominence
simply because efficient systems are typically smaller than less efficient systems with
redundant components.
Source: Eapen & Finkenstadt (2022)
20. Prominence Linkages
• A highly efficient business firm employing fewer individuals would be less prominent than a
business firm with many employees. Yet, the efficiency gained from leaner operations
(smaller size) could also generate higher margins, attracting more investment attention.
• Sudden changes in an entity’s attributes (such as size, color, or speed) can increase
prominence, even if the change aims at increasing efficiency.
Source: Eapen & Finkenstadt (2022)
22. Exercise: Personal Decision-Making
• Analyze a recent or impending personal decision using the ERP framework.
• What are the relevant Forces-Resource-Observers?
• Which of the ERP factors does your decision primarily relate to?
• How does your decision impact the other two factors?
• What would you do to minimize any adverse impact on survivability?
• Which of the ERP factors are you (1) naturally good at, (2) would like to improve?
24. ERP Analysis: Aircraft Survivability
• How can a military aircraft be designed to improve survivability?
• Resources-Forces-Observers
• Efficiency-Resilience-Prominence
25. Aircraft Survivability
• The interactive role of the ERP trifecta factors in maintaining survivability can be
illustrated using the challenge of designing survivable military aircraft.
• Survivability in the context of military crafts such as fighter aircraft and naval ships is
the capability to withstand hostile environments.
• Lessons from aircraft survivability can contribute to our understanding of business
survival in hostile environments.
26. Aircraft Survivability
• Robert E. Bell defined aircraft survivability as “the
capability of an aircraft to avoid or withstand a man-
made hostile environment.”
• Ball identified four system-level elements essential for
aircraft survivability – detectability, susceptibility,
vulnerability, and recoverability
27. Bell’s System Elements in Aircraft Survivability
Design Element Definition Relationship with ERP Factors
Detectability The likelihood that the
aircraft is detected
Low detectability is associated with low prominence, high
efficiency, and low resilience. Both high and low detectability can
improve survivability based on target observer.
Susceptibility The likelihood that the
aircraft gets hit
Lower susceptibility is associated with higher efficiency, and lower
prominence
Vulnerability The likelihood that a hit
kills the aircraft
Higher vulnerability is associated with lower resilience. Lower
prominence is associated with lower vulnerability (i.e. stealth)
Recoverability The likelihood the
aircraft recovers from a
hit
Higher recoverability is associated with higher resilience.
Efficiency could increase recoverability if a system is more energy
efficient in times of energy depletion (i.e. loss of fuel due to a
strike) and lower weight could allow for easier and longer gliding
when power systems are destroyed
Source: Eapen & Finkenstadt (2022)
28. Stealth Bomber
The B-2 Stealth Bomber of the
US Air Force is one of the most
survivable aircraft in the world.
29. Aircraft Survivability: ERP Factors
• We demonstrate the importance of this elaboration by showing the value of both low
and high detectability. A lost trekker might benefit from both high detectability (from a
search crew) and low detectability (from wild animals).
• Thus, detectability can be both positively and negatively associated with survival.
Similarly, an aircraft with low detectability may escape enemy fire, and one with a
high level of detectability can avoid being caught in a friendly fire when surrounded
by enemy aircraft.
30. Trekker Prominence
A lost trekker might benefit from
both high detectability (from a
search crew) and low
detectability (from wild animals).
31. Aircraft Survivability: ERP Factors
• We demonstrate the importance of this elaboration by showing the value of both low
and high detectability. A lost trekker might benefit from both high detectability (from a
search crew) and low detectability (from wild animals).
• Thus, detectability can be both positively and negatively associated with survival.
Similarly, an aircraft with low detectability may escape enemy fire, and one with a
high level of detectability can avoid being caught in a friendly fire when surrounded
by enemy aircraft.
33. Exercise: Survivability Analysis (1)
• What is the specific nature of threats and their distribution in the hostile environment?
• What are the essential resources that impact survival? How can efficiency improve
survivability? What are some of the steps the entity takes to improve efficiency?
• What are the environmental forces that threaten the existence of the entity? How can
the entity develop resilience against these forces?
34. Exercise: Survivability Analysis (2)
• What are the antagonistic objects encountered by the focal entity? Are there
prominence adaptations used to counter rivals and predators? What is the role of
high vs. low prominence in survival?
• What is the relative importance of each type of threat? What is the relative
importance of the ERP factors?
• What is the nature of the inter-relationship between the three ERP factors?
• What are some of the unique or idiosyncratic features of the entity or its
environments that play a role in its survivability?
36. Survivability Analysis: Squids
• Squids are a diverse species belonging to the family of cephalopods which also
includes cuttlefish, octopus, and nautilus (Hanlon and Messenger 2019). The specific
nature of the threat depends on the environment the individual species resides.
While squids can sometimes be threatened by limited food availability, and
environmental forces such as strong current, the most important common threat are
from predators.
• Different species of squids make up an important food source for birds, fish, and
sharks. Some squids feed on other squids. Several species have developed a large
number of prominence-related adaptations as a response to predation-related
threats. The number of prominence adaptation mechanisms in cephalopods has
been shown to be dependent on the complexity of the environment.
37. Survivability Analysis: Squids
• Certain squid species possess a wealth of prominence adaptations that it can choose
to deploy in the presence of predators and rivals (DiMarco and Hanlon 1997).
• These strategies can be used to attract, avoid, hypnotize, sneak up on, threaten or
alert other entities. Some of these strategies have a social role.
• Sentinel squids often alert other squids about the approach of a predator. The large
array of prominence adaptations allows for flexible use of strategies based on
situational factors. For example, the choice of prominence mechanism is based on
the size of the predator.
38. Survivability Analysis: Squids
• For a larger predator like a shark, the squid might choose a strategy such as hiding
or the use of ink for distraction. For predators that are smaller, the squid might resort
to startle behavior. Squids are required to balance their use of prominence
mechanism between antagonistic and friendly organisms. Certain squid species use
unilateral prominence displays to communicate different messages to different
entities (rivals vs. mates) at the same time.
• Size of the squid influence both its prominence and efficiency. Deep-sea gigantism is
observed in the giant squid. These creatures inhabit extraordinarily deep waters to
decrease prominence and improve efficiency. Such an action helps to conserve
energy as well as avoid attention.
40. Survivability Analysis: Naval Ships
• The type of threat ships face depends on its operational goals and operating
environment.
• Most types of ships face resource limitations both in the form of energy and time.
Such threat is generally minor for most watercrafts and is rarely destructive.
• A rare example of a watercraft that ran of out of energy resources is submarine USS
R-14 (SS-91) which ran out of fuel while searching for a tugboat and had to rely on a
makeshift sail made from hammocks and blankets.
41. USS R-14 (SS-91)
This R-class coastal and harbor
defense submarine ran out of fuel
while searching for a tugboat and
had to rely on a makeshift sail
made from hammocks and
blankets.
42. Survivability Analysis: Naval Ships
• More significantly, large vessels also face threats from environmental forces such as
extreme weather, which increase their instability and place them at risk of flooding.
Such hostile conditions are also experienced by military ships who are also required
to be attuned to threats from enemy crafts.
• To navigate the above threats, military ships are required to make a tradeoff involving
all three ERP factors. For ships, higher efficiency translates to higher speeds (time)
and lower fuel consumption (energy). The consequence of higher efficiency can
include both higher and lower levels of prominence.
• More efficient ships may be faster in speed, making them more difficult to detect,
target or intercept by enemy crafts. However, in some situations, fast-moving crafts
may be more conspicuous relative to their background, risking detection.
43. Survivability Analysis: Naval Ships
• Higher efficiency can often result in lower resilience. Faster ships are required to
sacrifice hull strength in favor of speed to build and deploy as in the case of the
Littoral combat ship (O’Rourke 2011), a class of small combat ships designed for the
US Navy, first commissioned in 2008.
• A similar tradeoff is observed in the choice of aluminum alloys over steel as the
material of choice for naval structure. Aluminium alloy ships are generally less
expensive to build, lighter and faster.
• However, vessels made of aluminum alloys may be more vulnerable to extreme
loads such as underwater explosions and high velocity impacts from torpedos
(Galanis and Papazoglou 2007).
44. Survivability Analysis: Naval Ships
• Efforts to improve reslience by reducing vulnerability such as introducing component
redundancy and shielding can be deterimental to the ship’s efficiency (Ball and
Calvano 1994).
• Maintaining low prominence plays a key role in the survivability of military crafts,
including naval ships, when faced with the risk of being targeted by enemy
observers.
• Low prominence helps avoid detection and avoiding enemy attention. Strategies
observed in nature such camouflage was extensively used in WW II naval ships
(Forbes 2011).
45. Survivability Analysis: Naval Ships
• Other prominence-reduction strategies used in military crafts include use of decoys
and signature reduction to reduce susceptibility (Ball and Calvano 1994). However,
low prominence strategies pose a risk in the presence of friendly fire.
• The German passenger ship MV Spreewald was sunk in 1942 by U-333 since it was
in disguise and could not be identified by the German submarine. Thus military ships
benefit from being able to develop differential prominence, where they are able to
increase attention from friendly entities and avoid detection from antagonistic crafts.
46. Survivability Analysis: Startups
• Startups encounter threats on all three fronts – resources, forces, and rivals.
• Resource threats startups are manifested in the non-availability of capital and
absence of qualified personnel. Thus, efficiency is often paramount to the survival of
startups. Ventures that “burn cash” too quickly often die a quick death. For human-
resource-related efficiency improvements, startups often turn to multifunctionality,
where departments perform multiple roles, and employees resort to wearing “multiple
hats.”
47. Survivability Analysis: Startups
• Environmental forces related to public policy and difficulty navigating government
markets also impact their survival ability (Josephson et al., 2019).
• External threats include larger competitors that may seek to steal intellectual
property or engage in predatory behavior. There are benefits and risks of stealth for a
startup. Stealth can keep a company away from prying eyes. The downside of stealth
is that it can reduce the likelihood of being noticed by friendly entities such as
potential investors and customers.
48. Survivability Analysis: Supply Chains
• There exists an inherent tradeoff between efficiency and resilience that becomes
apparent during disruptions (Ivanov et al. 2014).
• The supply-chain challenges that merged post the Covid-19 pandemic has
demonstrated how designing supply chains for high efficiency and low waste can
result in poor resilience in turbulent times. Prior to COVID-19 there were mixed
approaches to supply chain resiliency. Some entities built up large amounts of buffer
stock while others developed lean manufacturing processes that enabled just-in-time
inventory management.
49. Survivability Analysis: Supply Chains
• The lesson learned from the post-COVID supply chain experiences show that you
can’t simply stock up for uncertainty, nor can you put cost ahead of the ability to
operate during a mass disruption. Firms had taken an approach to “lean” and “just-in-
time” inventory that was more about lowering carrying costs then it was about having
clear and frictionless access to materials and components necessary for operations
and production.
• Role of prominence depends on internal and external threats as well as need to
attract attention in the case of a defect or failure.
50. Survivability Analysis: Case Comparison
Threats/Case Squids Ships Startups Supply Chains
Significance of limited
resources as a threat to
survival
Low Low to Moderate High High
Significance of uncertain
environmental forces as a
threat to survival
Low to Moderate Moderate to High High High
Significance of antagonistic
entities as a threat to
survival
High High High Low to Moderate
Estimated importance of
ERP factors
P>>R>E P>R>E E~R~P E~R>P
Source: Eapen & Finkenstadt (2021)
51. Survival Capability in Supply Chains
AAA Factor Generic Definition Comparison to Lee (2004) Objectives
Agility The speed of actions/
responses
Respond to short-term changes in demand or supply
quickly; handle external disruptions
smoothly.
Adaptability The range of actions/
responses
Adjust supply chain’s design to meet structural shifts
in markets; modify supply network to strategies,
products, and technologies.
Alignment The harmony of actions/
responses
Create incentives for better performance.
Lee, Hau L. "The triple-A supply chain." Harvard Business Review, 82, no. 10 (2004): 102-113.
61. Potential Secondary Responses to Threats
• Efficiency in response to observer threats.
• Efficiency in response to forces threats.
• Resilience in response to observer threats.
• Resilience in response to resource threats.
• Prominence in response to resource threats.
• Prominence in response to resource threats.
62. Organism & Organizational Threats
Threats Organism Organization
Forces Temperature, Weather, Current PEST Factors
Resources Food, Water, Raw Materials Financing, Employees, Raw Materials
Observers Predators, Prey, Mates Competitors, Customers
68. Hyrax
• They have poorly developed
internal temperature
regulation.
• They compensate by
behavioral thermoregulation,
such as huddling together and
basking in the sun.
69. Wombat
• Extremely slow metabolism
• This mechanism allows them
to survive in arid conditions.
70. California Condor
• Highly efficient flight.
• Use of waste for cooling:
Urohidrosis to reduce body
temperature.
73. Purple Frog
• Their flattened body assists
them to cling to submerged
rocks and boulders
• It helps them fight strong
currents, allowing them to
remain near stream banks
where they typically reside.
74. Manatee
• Replacement
• Polyphyodant, able to
continually replace teeth
(kangaroos and elephants are
the only other mammals with
this characteristic).
75. Repair: Axolotl
• Repair
• Axolotls ability to regrow limbs
• Business Implications
• Application of force by
predators
76. Antarctic Ice Fish
• Reinforcement (Barrier)
• Notothenioidei
• Some species produce anti-
freeze glycoprotein (buffer
resilience)
77. Beaver
• Nictitating membrane on eyes for
underwater vision. A thick layer of fat
under the skin. Nostrils and eyes
sealed when submerged.
• Scent glands produce castoreum
used for waterproofing. Endlessly
growing incisors.
79. Observer Analogies and Roles
Target Observer Common Role Uncommon Role
Competitor Predator, Prey (Mate)
Customer Mate (Predator), (Prey)
Business Partners Mate (Predator), (Prey)
Investor Mate (Predator), (Prey)
Regulator Mate (Predator), (Prey)
Government Mate (Predator), (Prey)
Source: Eapen & Finkenstadt (2022)
80. Prominence in Nature
• Identities and Roles of Observers: Predator, Prey, Mate
Observer Decrease Prominence Increase Prominence
Predator Decreasing prominence to hide or avoid
detection. Decreasing prominence to
reduce attraction.
Increasing prominence to appear threatening.
Increasing prominence to distract through
attraction.
Prey Decrease prominence to appear non-
threatening before pouncing. Decrease
prominence to avoid fear-induced
aggressive response before attack.
Increase prominence to frighten into submission,
shock, startle, force to make movement and to
reduce effort in conflict. Increasing prominence to
attract before attack.
Mate Decrease prominence to avoid non-
desirable mate during mating season.
Decrease prominence to appear non-
threatening and attract potential mate.
Increase prominence to attract desirable mate
during mating season. Increase prominence to
appear threatening or induce fear to non-desirable
mate.
81. Prominence in Predator/Prey Interactions
Dimension High Low
Active
Predator
Predator appears more prominent to attract the
attention of prey or frighten it into submission.
The firm appears large to attract the interest of
investors or dissuade potential competitors.
Predator appears less prominent to avoid the
attention of prey before pouncing on it. The
firm appears small during the initial stages of
entry into an attractive market avoid the
attention of new players.
Passive Prey
Prey appears more prominent to dissuade a
predator from attacking it. The firm appears
large to dissuade interest in a potential
takeover.
Prey appears less prominent to escape the
attention of a predator. The firm appears small
to escape the attention of regulators and
larger competitors.
82. Anti-Predator Prominence Mechanisms
Mechanisms Summary
Camoflague Entity appears like surrounding evironment or objects to evade being spotted
Nocturnality Entity hunts or acquires resource at night when target entity is inactive
Line-of-sight modification Entity hunts or acquires resources in locations where target observer is inactive
Thanatosis or apparent
death
Entity feigns death to reduce attention or interest from target observer.
Deimatic or Startle display Entity modifies attributes to shock or scare target observer
Aposematism Entity warns predators about unprofitability through bright coloration.
Protean behavior Entity engages in unexpected patterns of movement
Distraction Entity distracts attention by increase attention towards one entity to decrease
attention towards another
Schooling Entity appears as part of a collective to avoid detection.
Refuging Entity locates itself behind another object or another entity to obscure visibility from
target entity.
Source: Eapen & Finkenstadt (2021)
93. Refuging
• Anemone
• Entity locates itself behind
another object or another
entity to obscure visibility from
target entity.
94. Volvation
• Prominence, Resilience, and
Efficiency Strategy
• Protection against dehydration
• Earthworms use volvation in
heat and drought to improve
efficiency
95. Organizational Prominence Strategies
Strategies Firm Actions
Camoflague Firm appears like other companies or surrounding environments to prevent its
actions being detected. Used by both predator/prey.
Nocturnality Firm is active at times/seasons when it is unlikely to be observed or threatened
by competition.
Line-of-sight evasion Firm is active at locations or markets where competitior is unable to observe it
Apparent death Firm appears inactive or dead to avoid interest from competitor (or regulator)
Deimatic or Startle display Firm engages in a show of strength or aggressive marketing to frighten or
scare off a competitor. Used by prey.
Protean behavior Firm engages in unexpected patterns of behaviour to “throw-off” competitors.
Distraction Firm displays a false show of prominence to distract competitors from its true
actions.
96. Oddity Effect
• The oddity effect posits that any shoal member that stands out in appearance will be
preferentially targeted by predators.
• This may explain why fish prefer to shoal with individuals that resemble themselves.
• The oddity effect thus tends to homogenize shoals.
97. Dynamic Prominence
• Modify Prominence based on external signals or observers.
• Differential prominence based on (1) different types of observers (2) internal body
conditions, or (3) external environmental conditions.
98. Tortoise Beetle
• When subjected to external
stresses, the Panamanian
golden tortoise beetle has the
rare ability to dry up the fluid
that lends its color
• This action modifies its color to
dark red.
99. Mandarin Duck
• Dynamic prominence
• Males (like other ducks)
undergo molting after mating
season.
• Prominence is a risk after
mating season
100. Okapi
• Infrasonic calls to
communicate with young
without attracting the attention
of predators
• How can this strategy be
applied in business strategy?
102. Customer and Competitor Strategies
Target Observer(s) Customers Competitors
Camouflage Decrease prominence during beta testing.
Decrease attention from unattractive
customers
Decrease attention to strategic new product.
Nocturnality and
Line of sight
evasion
Decrease attention to some activities that will
be deemed unattractive by moving them to a
period of time or location where the customer
is inactive.
Decrease attention to some activities that will be
deemed threatening to competitor by moving them
to a period of time where the customer is inactive.
Apparent death Decrease attention to unattractive actions or
attractions from an unattractive customer by
appearing to be inoperative.
Decrease attention to competitive actions by
pretending to be inactive or dead.
Startle Display Increase attention from customers prior to a
new product launch.
Increase attention to strategic investment to
dissuade similar moves from competition
103. Exercise: Organizational Applications
• Choose any three anti-predator strategies.
• How might the lessons be applied to the organizational domain?
• What are the limitation of the analogy?
• Can the strategy be used in a different role (predator/mate)?
• Conduct an ERP analysis.
105. Prominence Attributes in Organisms
Attribute Static Dynamic
Color Distinctive color as source of fear or
attraction
Distinctive color variations as source of
attraction or repulsion
Size/Shape Unusual shape as a source of fear or
attraction
Unusual changes in shape as source of
attraction or repulsion
Sound Distinctive color as source of fear or
attraction
Distinctive changes in sound as source of
attraction or repulsion
Motion Distinctive location as source of fear
or attraction
Distinctive motion as source of attraction or
repulsion
107. Cephalopod P-Adaptability Strategies
Cephalopod Feature Implication for Business P-Adaptability
Highly developed central and
distributed sensing
P-adaptability in businesses benefit from both centralized and distributed information gathering system. The first allows for longer-term global scanning, and the
other allows for short-term local planning.
Modular and adaptive attribute Businesses can improve p-adaptability from having attributes that are both modular and adaptive in nature. This includes form, structure and communication.
Flexible form adaptations such as
compression and rearrangement
Business can enhance p-adaptability by being able to modify its physical structures, and such as by breaking up larger units into smaller inter-connected units or
by moving units closer closer together.
Life-cycle modifications and
temporal variations
Businesses need to modify prominence mechanisms over its lifetime. Since the task observers are different (competitors, customers, investors), prominence
mechanism should also change over time.
Multiple-strategies for single
observers
Business needs to develop multiple prominence strategies towards the same observers. A business may be equipped with a series of different strategies to be
applied based on the degrees of success of a previous strategy, and the response of the observer.
Concurrent prominence Businesses need to able to demonstrate different levels of prominence towards different observers at the same time. The business may be able to demostrate
high levels of prominence towards observers it wants to attract such as customers. Similarly, an entity might display one level of prominence a certain group of
customer or partners for strategic advantages.
Use of Distraction in the form of
smoke screens and decoys.
Businesses can use distraction as an effective prominence mechanism when faced with highly hostile predators. The use of distraction strategy involves a
smoke screen or decoy. In the smoke screen strategy, the attention of the target observer is muddled. In the second strategy, the attention of the target observer
is misdirected.
Passive Crypsis Businesses may benefit from a passive crypsis state, where it can reduce its prominence in challenging environment even when it does not directly observe a
direct threat. This reduces the need to constantly monitor surrounding environments for threat. One limitation is that passive crypsis can reduce the possibility of
favorable attention, such as from potential customers or investors.
108. ERP Exchange
Squirrel Foraging for Food
• Introduce Resource Limitations,
Changing Conditions
• Introduce Predators
Business Examples
112. Desert Environment
• Extreme heat and cold (Fo)
directly impacts survival.
• Indirectly impacts survival by
limiting food and water
availability (Ro).
• Needs to balance both
efficiency and resilience.
Fo
Ro
S
E R
S
113. Camel Adaptation: Efficient Resilience
• Isolation: Long Legs
• Evacuation: Heat Dissipation
• Reinforcement: Coat for protection/Shedding of Coat
• Recapture: Reabsorption of water
• Barriers: Eyelashes, Nostrils
• Seasonal Adaptations
• Waste Minimization
• Hump as energy resource and insulation
114. ERP Analysis: Camels
• High levels of Efficiency and
Resilience. How is it
achieved?
• Prominence (towards
predators) is generally not a
concern.
115. ER-Capabilities in Camels
• Bactrian (two humps B), and Dromedary (one hump, D)
• Camels required to survive in extreme conditions
• Limited energy resources → Need for Efficiency
• Extreme conditions (heat/cold) → Need for Resilience
116. ER-Capabilities in Camels
• How does the Camel maintain ER balance in extreme conditions?
• Bactrian camels that can survive in extreme heat and cold
• Camels that can swim
• How does the ER Tradeoff impact the design of Camels?
• What can organizations learn from the resolution of this conflict?
117. Complementary ER Strategies
• Hump in camels
• Fat acts as an insulator (buffer) and source of energy
• Blubber in dolphins provide streamlining function
• Isolation (Sep), Reinforcement (Rep), Barriers (Sepcom), Recapture (Rep), Plasticity,
Differential (Dyn), Evacuation (Rem), Constrictions (Sepmax), Squeeze/Compression
(Max).
118. Camel Hump
• Store fat (energy)
• Energy Source
• Resource Redundancy
• Insulation against heat
• Barrier (not consumed)
• Business Implication: Can resource
redundancy act as a protective
barrier in a business when not
utilized?
119. Dolphin
• Blubber plays a streamlining
function (efficiency)
• It also acts as a reservoir of
energy (resilience).
120. Tardigrade
• Most resilient animals known.
• Enters a deathlike state of
cryptobiosis in extreme
conditions.
121. Cockroach
• Among the hardiest of insects.
• They are able to survive on
limited resources.
• Able to go without food and
water for long periods. And
severed head can survive
decapitation
123. Parrot Fish
• Scarus zelindae
• Barriers: Prominence +
Resilience
• Prior to sleeping some
species produce mucous to
form cocoon that protects
them from predators.
127. Shark
• Antagonistic displays such as
gaping be used as an
intimidation tactic.
• These displays come at a cost
of increased energy
consumption and lower
efficiency.
128. Wood Frog
• These frogs have adapted to cold climates by
freezing over the winter.
• During this time, they stop breathing and their
hearts stop beating (E).
• Their bodies produce a special antifreeze
substance that prevents ice from freezing
within their cells, which would be deadly (R).
• Lack of movement prevents them from being
detected (P)
129. Exercise: Nature-Inspired ERP Strategies
• Identify applications of one nature-inspired ERP strategy for your organization.
• What might be the trade-offs involved in using the identified strategy.
• Can the same outcome be achieved by using a strategy involving a different
survivability factor?
133. Reptiles: Brumation
• Instead of experiencing long,
sustained periods of inactivity,
Brumating reptiles stir
occasionally to drink water;
however, they may go without
food for several months.
134. Exercise: Organizational Hibernation
• Hibernation is a response to extreme environmental stress, typically extreme cold.
However, both efficiency capability, and prominence capability plays a role in the
success of this strategy. An animal that hibernates is required to make efficient use of
energy resource, and is required to hide from predators and competitors.
• Does it make sense for businesses to hibernate during extreme environmental
stress, such as during a recession. Here the overwhelming goal is to weather the
cold, and avoid death.
• While there are similarities between hibernation strategy of animals, and a potentially
analogical action on the part of the firm, there are also crucial differences.
136. Resource Competencies
• Even though efficiency is the key capability that relates to resource management, we
also observe that resilience, and prominence capability can impact resource
management.
• The reason is that environmental factors can create limitations, and other observers
can influence the level of resources, either supporting the focal entity to collect
resources or as potential competitors to resources.
137. Resource Competencies
• Resources in the business world include physical, intellectual, human and financial.
• Role of ERP factors in foraging (resource acquisition), food consumption (resource
use), and hoarding (resource storage).
• Each of these key considerations lead to important analogical principles for resource
management.
138. Resource Competencies
Acquisition (Foraging) Consumption (Feeding) Storage (Hoarding)
Efficiency
(Direct)
Maximum resources identified
and acquired in minimum time
Maximum energy in minimum
time
Cost-effective in terms of effort
and storage capacity
Resilience
(Indirect)
Should be sufficient for
immediate and future needs
considering current
environmental factors.
Resilience→Efficiency
Should be able to provide for
unexpected demands and
unavailability due to
environmental factors
Resilience→Efficiency
Should be able to withstand
changes in conditions that
impact storage of resources
due to change in
environmental factor
Resilience→Efficiency
Prominence
(Indirect)
Should be such a way that it
does not increase likelihood of
predation
Prominence→Efficiency
Should be such a way that it
does not increase likelihood of
predation
Prominence→Efficiency
The location should not be
located by competitors or
rivals.
Prominence→Efficiency
139. Bears
• Hyperphagia as a resource
management strategy is used
alongside hibernation
• What are the organizational
implications?
140. Resource Competencies
• Take the case of prominence. Acquisition of business resources should be performed
in a way that competitors (predators, resource rivals) are aware of the sources.
• Similarly, resource consumption (conversion of resource to energy such as employee
training) should not increase predation, and finally information about resource should
not be available to competitors (e.g., to prevent poaching by employees).
• Hence there are 3 (ERP factors: efficiency, resilience, storage) X 3 (Resource
Management Stage: acquisition, consumption, storage) x 4 (Forms of Resource:
physical, intellectual, human, financial) = 36 sources of resource-related
competencies.
141. Exercise: Ants
• ERP Analysis
• Storage of food for uncertain
times where resources may
be low
• Low Prominence Strategy.
142. Okapi
• Prominence Strategy
• Infrasonic calls to
communicate with young
without attracting the
attention of predators
• How can this strategy be
applied in business strategy?
144. Dorcas Gazelle
• Efficiency & Prominence Strategy
• Can go an entire life without
drinking water and obtain
moisture from plants
• In areas where they face human
predation, they tend to be active
only at night to minimize the risk
of falling prey to hunters.
• Stotting to announce the
presence of a predator.
145. Parrot Fish
• Scarus zelindae
• Barriers: Prominence +
Resilience
• Prior to sleeping some species
produce mucous to form cocoon
that protects them from
predators.
146. Frilled Lizard
• Chlamydosaurus
• Deimatic display as anti-
predator and mating strategy.
• Can businesses use the same
strategy to attract customers
(mates) while repelling
competitors (predators)?
147. Antarctic Ice Fish
• Notothenioidei
• Resilience Strategies
• Some species produce anti-
freeze glycoprotein (buffer
resilience)
149. Moray Eels
• Moray eels hunt by slithering
through the reef at night.
• Groupers are bulky fish that hunt
in daytime in the open water off
coral reefs.
• When both hunt together, prey
barely stands a chance: hide in the
reef, the eel eats you; dash for
open water, the grouper grabs
you.
150. Wood Frog
• Efficiency-Resilence
• These frogs have adapted to cold
climates by freezing over the
winter. During this time, they stop
breathing and their hearts stop
beating.
• Their bodies produce a special
antifreeze substance that
prevents ice from freezing within
their cells, which would be deadly.
151. Snipe
• Scolopacidae
• Prominence Mechanisms
• Drumming sound as part of
courtship rituals also used as a
distraction mechanism.
• Use zig-zag (protean) paths to
avoid raptors.
152. Bats
• Prominence and Efficiency Strategies
• Nocturnality (Speakman 1995). Use of
echolocation. Certain prey such as
moths can jam the echolocation of
bats.
• Displays magnetoreception, i.e.,
sensitivity to Earth’s magnetic field.
High thermal conductivity.
• They avoid flying during the day to
reduce the likelihood of overheating.
154. California Condor
• Efficiency Strategies
• One of the largest wingspans
among birds. Among the
longest living of birds with
lifespan up to 60 years.
• Highly efficient flight.
• Use ofWaste: Urohidrosis to
reduce body temperature.
155. Dolphin
• Efficiency and Prominence
• Large number of vocalizations
such as high frequency clicks
generated from the organ called
melon.
• Blubber plays a streamlining
function.
• Produce bisonar for orientation.
Killer whales are apex predators.
156. GiantTube
Worms
• Found in hydrothermal vents
and possess several attributes
to optimize for efficiency in such
environments
157. Tortoise Beetle
• The Panamanian golden tortoise
beetle looks gold because of the
way light reflects off pockets of
fluid in the layers of its outer
shell, or exoskeleton.
• But when subjected to external
stresses, the beetle has the rare
ability to dry up that fluid —
changing its color to dark red!
158. Jellyfish
• Bioluminescence.
• Box jellyfish has 24 eyes with two
that can see color. Supposed to
have 360-degreeee vision.
• Parallel (redundant) information
processing that competes with
each other.
• Highly energy efficient.
159. Mandarin Duck
• Dynamic prominence
• Males (like other ducks) undergo
molting after mating season.
• Prominence is a risk after mating
season
160. Moles
• Can survive in low oxygen
environments. High tolerance to
carbondioxide due to presence of
hemoglobin with high affinity to
oxygen.
• The star nosed mole Condylura
cristata has touch organ with large
number of receptors called Eimer’s
organs that can detect seismic
vibrations.
• The star-nosed mole is functionally
blind and is the fastest eating animal.
161. Mata Mata
• Fresh water turtle.
• Shell resembles barks and head
resembles fallen leaves.
163. Poison Dart Frog
• Contains 16 genera with more
than 200 species. Display
aposematic coloration.
• A surprising tradeoff between
conspicuousness and toxicity,
where more toxic frogs are less
conspicuous (prominent).
166. White-tailed Deer
• Responds to presence of
predators by breathing heavily
(blowing) to alert others.
• Displays bradycardia as a
defense mechanism.
167. Shark
• Antagonistic displays such as
gaping can reduce the potential of
conflict with another creature.
• Can be used as an intimidation
tactic to make potential prey
surrender. However such displays
can lead to prey escaping.
However these displays come at a
cost of increased energy
consumption and lower efficiency.
168. Sea Hares
• Inking display and opaline
glands used for multiple
purposes.
• Phagomimicry, where expelled
chemical resembles food.
169. Sea Pen
• May force water out of their
body for defence.
• Displays bright greenish light
(biolumiescence) when touched.
• Display glide reflection
symmetry.
170. Saiga Antelope
• Known for bloated nostrils
directed downwards that helps
in filtering and cooling in
summer.
• Seasonal changes in coat color.
171. Beaver
• Dam and canal builders.
Nictitating membrane on eyes
allows them to see underwater.
• Thick layer of fat under skin.
Nostrils and eyes sealed when
submerged.
• Scent glands produce castoreum
used for water proofing. Endlessly
growing incisors.Tail slapping for
communication.
173. Purple Frog
• Their flattened body assists
them to cling to submerged
rocks and boulders which
essentially helps them fight
strong currents, allowing them
to remain near stream banks
where they typically reside.
174. Riverine Rabbit
• Bunolagus monticularis
• Unique traits.
• Only one offspring per year.
• Nocturnal.
• Two type of droppings hard
during night and soft during day
that is swallowed for vitamins
and minerals.
175. Water Flea
• Daphnia spp. are known to show
behavioral changes or
modifications to their
morphology in the presence of
predator kairomones (chemical
signals), including larger size at
hatching, increased bulkiness,
and the development of “neck-
teeth".
176. Yeti Crab
• Found on hydrothermal vents
nearAntarctica.Thought to be
blind and feeds on bacteria
177. Manatee
• Polyphyodant, able to
continually replace teeth
(kangaroos and elephants are
the only other mammals with
this characteristic).
178. Cockroach
• Among the hardiest of insects.
• They are able to survive on
limited resources.
• Able to go without food and
water for long periods. And
severed head can survive
decapitation
179. Tenrec
• Diverse resembling multiple
animals and occupy multiple
environments. Showcase
convergent evolution. Lowland
StreakedTenrec.
180. Mantis Shrimp
• The eyes of the mantis shrimp are
mounted on mobile stalks and can
move independently of each other.
• They are thought to have the most
complex eyes in the animal kingdom
and have the most complex visual
system ever discovered.
• Some of these shrimp can tune the
sensitivity of their long-wavelength
colour vision to adapt to their
environment.
181. Thorny Devil
• False head (Dynrep)
• Sucks water from sand
• Convergent design with North
American Horned Lizard
183. Transmutational Relationships
• Relational roles in nature for observer entities: mate, prey, predator, resource
competitor, symbiotic partner, parasite
• Relational observer roles in business environments: customer, competitor, partner,
regulator…
• Natural analogies between roles: e.g. customer~mate, competitor~predator
• Such relationships are subjects of study: predatory pricing, business partnerships.
185. Transmutational Relationships
• A business role may map to multiple natural roles. For example, customer maybe
best associated with prey, mate, parasite depending on the exact nature of the
relationship.
• A role business role may undergo change over time. A customer might become a
partner.
• Such changes are referred to as transmutational relationships.
• Potential transmutations require businesses to manage strategy by considering the
potential for such changes in roles.
186. Transmutational Relationships
• The natural role is referred to as the identity of the entity.
• Transmutations
• Morphing (Role & Identity)
• Customer/Mate → Competitor/Predator
• Mimicking (Identity)
• Competitor/Predator → Customer/Mate
• Mirroring (Role)
• Competitor/Predator → Competitor/Partner
187. Transmutational Strategies
TM Example from Nature Business Domain
N3→N2 Prey turns predator. Ground beetle Epomis larvae feed on amphibians that attack them.
Predator-Prey role reversal (Wizen and Gasith 2011)
A predatory action of the part of a firm is responded with a predatory action. Pac-man defense to
stave off a hostile takeover.
N4→N2 A mate transforms into a predator. Observed in spiders and praying mantises. Predatory actions by a customer against a business, a business against its supplier, or a predatory
action by a business against its customer.
N8→N9 Symbiotic partner turns into parasite. The drongo and the meerkat (Flower 2011) A business may set up a joint venture with another company, and use its position to siphon off
resources from the first company.
N5→N2 Some animals often act as a predator towards their own offspring. Examples include the
wattled jacana. Reasons include fitness of offspring or potential threat.
Business organizations may kill off their subsidiary if it does not perform well or possess threat to
their future actions such as direct entry into a market
N7~N4 Resource competitor pretends to be a mate to prevent being attacked A company may pretend to be a (potential) customer to prevent adversarial action from a stronger
competitor.
N2~N3 Predator pretends to be prey. The South African puff adder uses its tail to attract birds
which mistakes the tail for a bug.
A potential strategy where a firm might act as an easy target for predatorial action. The goal is to
force a competitor to act in a way that provides an advantage for the first company.
N2~N4 Predator pretends to be a mate. Katydid and cicadas (Marshall and Hill 2009) A company pretends to be a competitor to obtain information about another company.
N2~N6 Predator pretends to be an offspring. The ocelot imitates the call of baby monkeys. A potential predatorial strategy where a competitor displays characteristics of a subsidiary of a
company to act in a predatory manner.
N2~N8 Predator pretends to be symbiotic partner. The false cleanerfish combtooth blenny mimics
the cleaner wrasse and bites its victim. This is a case of aggressive mimicry. (Fujisawa et
al. 2018)
A company appears like a symbiotic partner or pretends to help or support another business with
goal of gaining its trust for predatorial actions.
N7~N4 A resource competitor pretends to be a mate when faced with a strong competitor for
shared resources (such as mates). Cuttlefish strategy of female impersonation (Norman et
al. 1999)
A business that is a competitor for resource can mimic the actions of a customer.
N9~N2 European cuckoo mimics a predator the European sparrowhawk to lay eggs in nest of
hosts such as dunnocks, meadow pipits, and reed warblers.
A parasitic competitor can pretend to be a larger predator frighten a company to sufficiently distract
it to gain access to its resources or disclose information.
N8xN4 Bee orchid pretends to be a mate to attract male bees A city may show interest in a business offering to attract it to its location
188. Prey→Predator
• Prey turns predator. Ground beetle
Epomis larvae feed on amphibians
that attack them. Predator-Prey role
reversal (Wizen and Gasith 2011)
• Organizational Strategy: A predatory
action on the part of a firm is
responded with retaliatory predatory
action.
189. Mate→Predator
• A mate transforms into a predator.
Observed in spiders and praying
mantises.
• Predatory actions by a customer
against a business, a business
against its supplier, or a predatory
action by a business against its
customer.
• How to prepare for this strategy?
190. Partner→Parasite
• Symbiotic partner turns into parasite.
• The drongo and the meerkat (Flower
2011)
• A business may set up a joint
venture with another company, and
use its position to siphon off
resources from the first company.
191. Parent→Predator
• Some animals often act as a predator
toward their own offspring. Examples
include the wattled jacana.
• Reasons include fitness of offspring or
potential threat.
• Business organizations may kill off
their subsidiary if it does not perform
well or possess a threat to their future
actions such as direct entry into a
market
192. Sibling→Predator
• Siblicide in animal kingdom.
• In Nazca boobies, the chick born
first is aggressive towards later born
chickens and starves it to death.
• A subsidiary or a distributor might
attempt to kill of another subsidiary
to get additional attention from the
parent company.
193. Predator~Prey
• Predator pretends to be a mate.
• Katydid and cicadas (Marshall and
Hill 2009)
• A company pretends to be a
customer to obtain information about
another company.
194. Predator~Offspring
• Predator pretends to be an offspring.
• The ocelot imitates the call of baby
monkeys.
• A potential predatorial strategy
where a competitor displays
characteristics of a subsidiary of a
company to act in a predatory
manner.
195. Predator~Offspring
• Predator pretends to be symbiotic
partner.
• The false cleanerfish combtooth blenny
mimics the cleaner wrasse and bites its
victim. This is a case of aggressive
mimicry. (Fujisawa et al. 2018)
• A company appears like a symbiotic
partner or pretends to help or support
another business with goal of gaining its
trust for predatorial actions.
196. Competitor~Mate
• A resource competitor pretends to
be a mate when faced with a strong
competitor for shared resources
(such as mates).
• Cuttlefish strategy of female
impersonation (Norman et al. 1999)
• A business that is a competitor for
resources can mimic the actions of a
customer.
197. Parasite~Predator
• European cuckoo mimics a predator
the European sparrowhawk to lay
eggs in nest of hosts such as
dunnocks, meadow pipits, and reed
warblers.
• A parasitic competitor can pretend to
be a larger predator frighten a
company to sufficiently distract it to
gain access to its resources or
disclose information.
198. Responding to Transmutational Strategies
• Sensing Systems
• ERP Adaptibility
• Develop Transmutational Capabilities
• Defensive Business Strategies
199. Defensive Business Strategies
• Examples of strategy implementation by third parties are poison pills, people pills,
white knights, white squires, Pac-Man defense, lobster traps, sandbagging,
whitemail, and greenmail.
200. Killer Bees
• Killer bees are firms or individuals that are employed by a target company to fend off
a takeover bid. These include investment bankers (primary), accountants, attorneys,
tax specialists, etc. They aid by utilizing various anti-takeover strategies, thereby
making the target company economically unattractive and acquisition more costly.
• Corporations defend against these strategies using so-called 'shark repellents.'
201. Animal Spirits
• Animal spirits is the term John Maynard Keynes used in his 1936 book The General Theory
of Employment, Interest and Money to describe the instincts, proclivities and emotions that
ostensibly influence and guide human behavior, and which can be measured in terms of, for
example, consumer confidence.
202. Pac-Man Defense
• In Pac-Man defense, a target firm
tries to take over the company that is
making the hostile takeover attempt.
• Martin Marietta-Bendix
203. Crown-Jewel Defense
• In business, when a company is
threatened with takeover, the crown
jewel defense is a strategy in which
the target company sells off its most
attractive assets to a friendly third
party or spins off the valuable assets
in a separate entity. (Separate)