Organizations are commonly thrust into hostile operating environments where they are required to make strategic decisions that involve significant and costly tradeoffs. Such hostile environments may be endemic such as an economic recession or idiosyncratic such as a predatory action by an adversary. Many features of such hostile environments parallel those of living organisms that also demonstrate fine-tuned strategies to improve their survivability under adverse conditions. How can organizations use these “bioinspired strategies” to survive, and even potentially innovate?
This book shows that the same three capabilities essential for the survival of living organisms in harsh environments – efficiency, resilience, and prominence – are also critical for organizations in their process of navigating through their own hostile environments. Throughout the book, the authors provide organizational executives with a systematic framework for thinking about strategic decision-making in a hostile environment leaning on analysis of real-world cases to draw out ontologies and methods for guiding their teams through disruptions, change management, innovation, and process improvements.
In the first part, organizations are provided with a systematic approach to analyzing three survivability influences – forces, resources, and observers and their interrelationships. While all three influences are active across all organisms (and organizations), the exact nature of their interrelationship and the significance of each influence are unique to every organism (or organization). The framework helps organizations nail down the specific features of their operating environment that can help or hinder survivability by analyzing the three influences. Organizations can respond to external influences by developing three-pronged capabilities – efficiency, resilience, and prominence (ERP) – that respond to the three survivability influences. Organizations often struggle with identifying the appropriate strategies to apply under different conditions. Fortunately, nature provides several mechanisms that can be analogically applied to guide business strategies.
The book contains many illustrations and examples of strategic principles observed among living organisms that can help an organization develop ERP capability. Finally, the book introduces seven strategic design heuristics – Combination, Elimination, Separation, Segmentation, Replication, Dynamics, and Maximization – observed in a living system that can be flexibly utilized to generate ideas to achieve strategic ends.
Daniel Finkenstadt, PhD is a professional military officer and previously an Assistant Professor in the Naval Postgraduate School (NPS) Department of Defense Management offering courses in Enterprise Sourcing. Dr. Finkenstadt is the principal at Wolf Stake Consulting LLC and holds a Ph.D. in Marketing from Kenan-Flagler Business School, University of North Carolina at Chapel Hill (2020). He has over 20 years of defense contracting experience in operational (base level), systems center, headquarters, joint, overseas and classified environments. He is also a graduate of NPS (M.B.A., 2011).
His research interests are perceived service quality, value, business-to-government markets, professional services (knowledge-based services), and non-traditional government contractor motivations. He was the founder and Principal Investigator for the new Simulation and Ideation Lab for Applied Science (SILAS) at NPS. He has published three articles in the Harvard Business Review, including the recent Jul/Aug 2023 cover article along with Dr. Eapen. He has published various works in the National Contract Management Association Contract Management Magazine, Defense Acquisition Review Journal, Journal of Purchasing and Supply Management, International Journal of Operations and Production Management, the Milbank Quarterly, and California Management Review.
Tojin T. Eapen, PhD is an innovation consultant, corporate educator, and practitioner-academic with expertise in idea management, creative artificial intelligence, and bioinspired system design. He is currently a principal consultant and head of the Global Innovation Center (GIC) at Innomantra. As an academic, he has taught at prominent institutions including the Robert J. Trulaske, Sr. College of Business at the University of Missouri and UNC Kenan-Flagler Business School.
Throughout his career, he has successfully bridged the gap between academia and industry, providing innovation consultancy and training services to companies of all sizes, from small and medium-scale enterprises to Fortune 500 corporations, spanning diverse sectors. With a Ph.D. in Business Administration from the University of North Carolina at Chapel Hill, an MBA from the Indian School of Business, and a background in Electrical Engineering, he brings a diverse skill set to the table in his consulting and executive education projects. Dr. Eapen has collaborated with renowned organizations such as Google, Samsung, ABB, KBR, Robert Bosch, NetApp, Qualcomm, Bureau Veritas, SKF, and Newell Brands, among others, delivering training and strategic guidance on innovation since 2010. He has shared his applied insights through platforms like Harvard Business Review and California Management Review, in addition to contributing to conferences like the Global Peter Drucker Forum and research outlets.
