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The organizational manifestation of digital governance problems can lead to complicated outcomes like power struggles and other negative competitive behavior in organizations. This is nothing new for organizations, but with the advent of the World Wide Web and Internet, those power struggles now manifest themselves publically and online 24 hours a day, 7 days a week. Many executives and digital leaders assume that this manifestation of chaos is just the state of affairs for digital. But it doesn’t have to be this way.

Managing Chaos seeks to address digital governance challenges by offering a practical methodology for calming and clarifying roles and responsibilities of digital development. Digital will never be “simple.” The very nature of the digital beast implies complexity—complexity in delivery and complexity in the teams that innovate, develop, and manage digital functionality. With all that complexity, proceeding without some clarity of roles and responsibilities is unlikely to lead to success.

As Vint Cerf, inventor of the Internet said: “Every possible bad thing that can happen in the real world can now happen on the Internet.”¹ That means that organizations need to put into place governing principles that maximize the good things that happen and minimize the bad. Managing Chaos offers a framework in which that optimization can occur.