Superperformance occurs inside of a context. The classic industrial model of command and control underlying traditional management practice is not sustainable in the 21st century. A new organizational model is needed. Advancements in optimization knowledge and information technology—together with a revolution in social capital—provide executives an unprecedented opportunity to put in place a new superstructure and system of support. This new model must be one that creates the context for Superperformance—and its long-term sustainability. To achieve maximum fitness this system and structure must be agile, innovative, and resilient. It must facilitate the merger of process and culture. It must be based on a dynamic, not static view of organization.

This superstructure must be based on a living, complex adaptive systems view of organization—organism not machine.

Goodbye Taylorism, Hello Life Science.