1. 1 Introduction to Complex Systems: How to think like nature Russ Abbott Sr. Engr. Spec. Rotn to CCAE 310-336-1398 Russ.Abbott@Aero.org  1998-2007. The Aerospace Corporation. All Rights Reserved. Innovation: evolution generalized

2. 2 Innovative environments The Internet The inspiration for net-centricity and the GIG Goal: to bring the creativity of the internet to the DoD What do innovative environments have in common? What do innovative environments have in common? Other innovative environments The scientific and technological research process The market economy Biological evolution

3. 3 Innovative environments Innovation is always the result of an evolutionary process. Randomly generate new variants—by combining and modifying existing ones. Select the good ones. (Daniel Dennett, Darwin's Dangerous Idea) Requires mechanisms: For creating stable and persistent design instances so that they can serve as the basis for new possibilities. For combining and modifying designs. For selecting and establishing the better ones.

4. 4 Designs in various environments Recorded asCreated by How instantiated Established InternetSoftware Programmers who know the techniques Self- instantiating By users Scientific knowledge A publication Scientists who know the literature The publication is the instantiation By peer review Market economy Trade secrets Product developers who know the tricks Entrepreneurial manufacturing Consumers Biological evolution DNAReproduction Whether it finds a niche Entities: nature’s memes An implicit design Fortunate combination Implementation of a level of abstraction Whether it finds a niche All bottom-up

5. 5 How does this apply to organizations? To ensure innovation: Sounds simple doesn’t it? Creation and trial Encourage the prolific generation and trial of new ideas. Establishing successful variants Allow new ideas to flourish or wither based on how well they do.

6. 6 Initial funding Prospect of failure ApprovalsEstablishment Biological evolution Capitalism in the small. Nature always experiments. Most are failures, which means death. (But no choice given.) None. Bottom-up resource allocation defines success. Entrepreneur Little needed for an Internet experiment. Perhaps some embarrassment, time, money; not much more. Few. Entrepreneur wants rewards. Bottom-up resource allocation. Bureaucracy Proposals, competition, forms, etc. Who wants a failure in his/her personnel file— when “mission success” is the corporate motto? Far too many. Managers have other priorities. Top-down resource allocation. New ideas aren’t the problem. Trying them out Innovation in various environments Getting good ideas established