The Complexity Advantage: How Executives Learned to See Problems Differently and Drive Innovation

Situation

Leaders representing various schools and centers within a prominent university identified a shared interest in leveraging complexity and network sciences to drive groundbreaking research and problem-solving initiatives. Recognizing the potential impact of this interdisciplinary collaboration, the university allocated seed funding to establish a dedicated center. The overarching aim was to position the institution as a leading global hub for innovation within complex systems, catering to both scientific advancements and business needs.

The Catch

While most faculty had good ideas about research projects that spanned disciplines, few of them had experience in translating the science into everyday, practical business applications. They admitted their need for expertise and methods to attract business leaders to the center, translate science into application, and gain invaluable feedback and proof points that the concepts and tools worked in practice.

Innovative Actions

Led by a clinical faculty member (and Third Angle founder), a small team proposed the Complexity in Action Network (CANet). CANet aimed to act as a "translation arm" within the center, facilitating  communication and collaboration with the business world.

• Building Interest: CANet kicked off with a series of intimate conferences. These events exposed business leaders from diverse industries to the concepts, tools, and potential of complexity and network sciences for solving problems. Engaging faculty members provided short presentations and Q&A sessions, fostering a sense of community and excitement.
• Deep Dives with CANet Workshops: CANet identified a core group of interested companies through the conferences. For these companies, CANet created a membership model offering:some text
  • 2-Day In-Person Workshops: Intensive sessions designed and delivered by Third Angle, providing companies with practical tools and knowledge.
  • Throughout-the-Year Support: Ongoing support through virtual meetings and resources to facilitate the application of the learned concepts.
  • The Birth of TALE™: These workshops led to the development of the Third Angle Action Lab Experience™ (TALE™). This methodology fosters collaboration across companies and employs a complex systems lens to solve challenges. TALE™ has been recognized with an Edison Award for Innovation.
• Executive Education Programs: Collaborating with the Kellogg School of Management, the CANet team designed week-long executive education programs. These intensive sessions offered large groups from specific companies both the fundamentals of complexity and network sciences,  along with traditional business frameworks. The focus was on practical applications,   empowering participants to approach business challenges in new and innovative ways.

Growth & Value

CANet exceeded expectations.  The initiative not only bolstered the university's reputation in complexity sciences but also generated  significant revenue to support research endeavors. More importantly, it transformed the way companies  approached their challenges and opportunities.

Mini-Lessons Learned

• Innovation hubs thrive with foresight. Building such hubs requires considering short-term and long-term success metrics, including leadership succession plans.
• Speak the Business Language. Translating complex scientific concepts into actionable business solutions is crucial. Starting with real business needs and understanding facilitates a smooth transition.

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