Disruptive Consulting inc.

Be A Disruptor:  Create a Business Model for Innovation

“The opening of new markets and new structures of organizational development incessantly revolutionizes the economic structure from within, incessantly destroying the old one, incessantly creating a new one.  This process of Creative Destruction is the essential fact about capitalism.”

Joseph Schumpeter, “Capitalism, Socialism, and Democracy” (1942)

“Amazon isn’t happening to the book business.  The future is happening to the book business”.           Jeff Bezos.

“Develop a culture of creative destruction with disruptive innovation.  That’s the lifeblood to which significant human and financial resources must be dedicated.” (paraphrased by M. McMaster from “Good Profit”)

Charles Koch, CEO & owner of one of the largest, fastest growing and most profitable privately held companies in America, Koch Industries Inc. – and author of “GOOD PROFIT” available on Amazon

Be A DisruptorOrganize for Innovation

Our program is designed as a set of staged processes that are applied at different rates for different parts of the enterprise.  These programs require commitment and work at the top of the enterprise to create the foundations for all change efforts.  These include specific values and principles that are in service of an intention that cannot be fulfilled with the current business model.

Our core program is designed for enterprises of over 300 employees all the way up to many thousands of employees.  We also have a program designed specifically for early growth companies.  Larger enterprises are far beyond direct control.  The nature of change for organizations of this size is what we call models of emergent evolution.  That is, they are subject to powerful influences of business evolution but not amenable to direct command and control.  Such change can be remarkably rapid and lead to major innovation and increasing overall ROIC.

We have a special program for companies, divisions and even large project teams which meet the following criteria:

  • Leader is a CEO, founder or senior decision maker and heavily invested
  • Is a young, rapidly growing enterprise with high growth targets
  • Has under 300 employees
  • Has positive cash flow, current or recent rapid growth and is currently profitable exclusive of investment in innovation,

This special program is designed for the next growth phase of an enterprise which needs to become a continuously growing expression of the CEO’s vision.  The goal is to build an enterprise of maximum intelligence, flexibility, innovation and marketplace disruption.  Mastering a design for “creative destruction” is a key part of this program.

Process for creating an Enterprise for Disruption

The source of all transformative growth is emergence.  Emergence is not linear.  Emergence comes only from complex adaptive systems.  All human enterprises qualify.  Desired results cannot be produced by a linear or historical process and that is becoming obvious.  Models that can be counted on to produce innovation, knowledge and competitive advantage with constantly increasing returns are required.

This is a process that must start at the top and then be spread throughout by processes of development, experimentation, reporting based in appropriate accountabilities and, finally, by a system of carefully designed incentives.  The transformative and disruptive enterprises of today and the future have very specific characteristics which call for specifically structured processes and communications which encourage and enable innovative pursuits.

This process can be started immediately and produce a myriad of near term and inexpensive innovation while simultaneously pursuing longer term disruptive innovation.

Go to Contact to set up a meeting or phone call today.

 

Outline of work Program

  • Initial interviews and development of applications tailored to your enterprise
  • Initial work in developing a deep understanding of your business that can be shared in depth with employees
  • Creating a process of involving people in their own development
  • Creating the language and practices that will keep focus and action directed to forwarding company purpose, values and development of new knowledge.
  • Creating structures that will become the overriding forces which guide members thinking and attitudes
  • Designing projects for acquiring new knowledge and implementing disruptive change
  • Developing measures of performance, incentives, and distributed “entrepreneurial rights”.
  • Creating the processes of continuing development within the company for change, for new hires, for coaching and for being adaptive.

“What Is Organizational Intelligence”, a new book by Michael McMaster has just been released on Amazon.com and Kindle.  McMaster authored  “The Intelligence Advantage:  Organizing for Complexity” (1995) and The Praxis Equation:  Design Principles for Intelligent Organization” (1997).  These two books were a couple of decades before their time.  They are now “Just In Time” ideas.   My latest book presents the basics of organizing for intelligence combined with the increasing need for rapid change in the hyperexponentially expanding marketplace based in new science and technology.  This new book includes a new approach to business models.

Comments about the first book include:

“This manuscript was very exciting to me.  Though it uses Austrian economics, hermeneutics, complexity theory, and several fairly advanced and difficult scholarly approaches, it reads like a popular management book.  Indeed it almost hides its erudition.  A reader, who didn’t know the literature the author draws from, might not suspect that he is basing the argument on a vast and very difficult literature.  The manuscript has a lively, down-to-earth style and is addressed to managers.  I am normally dubious about management consultants but this guy knows his stuff.  He consistently gets the philosophy right, even while rendering it understandable to laymen.”

Don Lavoie, Professor of Economics, Program on Social and Organisational Learning, George Mason University

“This manuscript presents a new and sufficiently complete theory of organisation.  It is consistent with the most contemporary thinking of the sciences, philosophy and technology and provides a framework for approaching fundamental challenges facing corporations today.  Strategy, organisational design and management practices can be seen in a new light.  This is the first really new thinking I’ve seen in the area of organisational theory.”

Howard Sherman, philosopher and former CEO of Midas Muffler (converted Midas to one of the earliest large franchise systems in the USA)

“The day of the intelligent organization has arrived.  In this remarkable book McMaster brings the strange world of emergence and complex adaptive systems to life for business leaders and managers struggling to retain control at the brink of unprecedented change”

Dr. J.I.W. Anderson, Strategy and Technology Director, Unilever

Michael McMaster is founder of the Breakthrough Group and former CEO of Transformational Technologies Inc., international consulting organizations.

Our clients with major success from our consulting include BP, Unilever, Merck, DoE (USA), Monsanto (chemical plant production and founding of the Genetic Engineering Division), Amec Construction (UK),  Seagate Technologies and work in other industries and areas of interest such as Safety Initiatives.

As an early member of the Santa Fe Institute (SFI) Business Network, McMaster and Sherman organized and led executive presentations of Complex Adaptive Systems theory for business application in London, New York and San Francisco with founders of SFI.

McMaster has worked and studied directly with leaders in Austrian economics, entrepreneurism, accounting, psychology, interpersonal communications, complexity theory, design language development, learning and cognition, leading teams and many other fields.

Other recommendations for McMaster’s books are available from Colin Crook (Executive Citicorp), Arie de Geus (Chief of Strategy, Shell), Lewis Maciver (Breakthrough consultant and former executive of BP), Martin Bekkeheien (Director of Strategy, Statoil)