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Figure 1. Organizational Physics Strategy Map
Figure 1. Organizational Physics Strategy Map

Chapter 1

Figure 2. The Universal Success Formula
Figure 2. The Universal Success Formula

Figure 3. Available energy first flows to manage entropy needs
Figure 3. Available energy first flows to manage entropy needs

Figure 4. High entropy steals from high success
Figure 4. High entropy steals from high success

Figure 5. A decrease in entropy allows the system to have more energy for top-line performance
Figure 5. A decrease in entropy allows the system to have more energy for top-line performance

Chapter 2

Figure 6. The Vector of Happiness and Productivity
Figure 6. The Vector of Happiness and Productivity

Figure 7. The greater the gap, the more unhappy and unproductive you are
Figure 7. The greater the gap, the more unhappy and unproductive you are

Figure 8. The narrower the gap, the greater the happiness and productivity
Figure 8. The narrower the gap, the greater the happiness and productivity

Chapter 3

Figure 9. The Adaptive Systems Model provides a universal framework for understanding individual and collective behavior
Figure 9. The Adaptive Systems Model provides a universal framework for understanding individual and collective behavior

Figure 11. The four styles
Figure 10. The four forces of Organizational Physics

Figure 10. The four forces of Organizational Physics
Figure 11. The four styles

Figure 12. The friends, foes, gains, and drains for each style
Figure 12. The friends, foes, gains, and drains for each style

Chapter 4

Figure 13. The Producer Style
Figure 13. The Producer Style

Figure 14. Traits of the Producer Style
Figure 14. Traits of the Producer Style

Chapter 5

Figure 15. The Stabilizer Style
Figure 15. The StabilizerStyle

Figure 16. Traits of the Stabilizer Style
Figure 16. Traits of the Stabilizer Style

Chapter 6

Figure 17. The Innovator Style
Figure 17. The Innovator Style

Figure 18. Traits of the Innovator Style
Figure 18. Traits of the Innovator Style

Chapter 7

Figure 19. The Unifier Style
Figure 19. The Unifier Style

Figure 20. Traits of the Unifier Style
Figure 20. Traits of the Unifier Style

Chapter 9

Figure 21. Not all opportunities and capabilities are created equal
Figure 21. Not all opportunities and capabilities are created equal

Figure 22. Everything follows a lifecycle
Figure 22. Everything follows a lifecycle

Figure 23. Aligned Product, Market, and Execution Lifecycles
Figure 23. Aligned Product, Market, and Execution Lifecycles

Chapter 10

Figure 24. The stages of the product lifecycle
Figure 24. The stages of the product lifecycle

Chapter 11

Figure 25. The Market Lifecycle
Figure 25. The Market Lifecycle

Chapter 12

Figure 26. The stages of the Execution Lifecycle
Figure 26. The stages of the Execution Lifecycle

Figure 27. The goal of the Execution Lifecycle is perpetual renewal
Figure 27. The goal of the Execution Lifecycle is perpetual renewal

Chapter 13

Figure 28. Four key metrics guide the timing and sequence of your strategy: market growth rate, competition, pricing pressure, and net cash flow
Figure 28. Four key metrics guide the timing and sequence of your strategy: market growth rate, competition, pricing pressure, and net cash flow

Figure 29. Typical investment capital timing and sources
Figure 29. Typical investment capital timing and sources

Figure 30. The Path to Prosperity goes the long way around
Figure 30. The Path to Prosperity goes the long way around

Figure 31. The Face Plant
Figure 31. The Face Plant

Figure 32. The Flame Out
Figure 32. The Flame Out

Figure 33. The Lost Opportunity
Figure 33. The Lost Opportunity

Chapter 14

Figure 34. Customer-driven/agile development and lifecycle strategy
Figure 34. Customer-driven/agile development and lifecycle strategy

Chapter 15

Figure 35. The Strategy Map
Figure 35. The Strategy Map

Figure 36. The Strategy Map in action (part 1)
Figure 36. The Strategy Map in action (part 1)

Figure 37. The Strategy Map in action (part 2)
Figure 37. The Strategy Map in action (part 2)

Chapter 16

Figure 38. Newton's first law of motion
Figure 38. Newton’s first law of motion

Figure 39. Newton's second law of motion
Figure 39. Newton’s second law of motion

Figure 40. Newton's third law of motion
Figure 40. Newton’s third law of motion

Figure 41. To create acceleration, first gather the mass
Figure 41. To create acceleration, first gather the mass

Figure 42. The Execution Diamond
Figure 42. The Execution Diamond

Chapter 17

Figure 43. Who's on your team?
Figure 43. Who’s on your team?

Chapter 18

Figure 44. Structure done wrong. Can you tell what's wrong with this picture?
Figure 44. Structure done wrong. Can you tell what’s wrong with this picture?

Figure 45. Structure done right. Can you tell how to scale this company?
Figure 45. Structure done right. Can you tell how to scale this company?

Chapter 19

Figure 46. If your task if big, you'll need to gather the authority, power, and influence to make it happen
Figure 46. If your task if big, you’ll need to gather the authority, power, and influence to make it happen

Figure 47. Once you've gathered in the authority, power, and influence, it's much easier to enact a change
Figure 47. Once you’ve gathered in the authority, power, and influence, it’s much easier to enact a change