In the postmodern approach context of a phenomenology extended at semantic, logic-fragmentary, and the managerial levels, that is, with the orchestral meaning more likely than the controller of the strategic management, arises the possibility of quasi-predictable dynamic modeling (quasi-stable), yet also unpredictable (instable) business systems, by the dynamic theory of catastrophes; remarkably, this onduliform dynamic context allows both the chaos modeling (on strategic behavior domains between an attractor and a repeller), but also the controlled change in action plans through orchestration at the network levels based on topological potential obtained by solving the extreme equations of the polynomial of associated catastrophes surfaces. The overlapping of the strategic cube of the competitive advantage (with the eighth forms of traditional business) with the strategic cube of the network orchestrated competition, for each type of dynamic on the catastrophe surface, allows identification of the strategic action plan and the dominant tendency from the traditional business perspective manifested in the network. With such analysis, the “animal spirits” behavior shows naturally as being excluded from the network orchestration—this way revealing the strategic cube as naturally selecting against the nondistinctive advantage intrinsic value (competitive, sustainable, and regenerative).


“It’s better to get to the end of the right road by oscillating Than walking firmly on the wrong road!”

—Saint Augustine, Confessions