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Gartner has identified seven properties that differentiate emergent architecture from the traditional approach to EA: 1. Non-deterministic - In the past, enterprise architects applied centralised decision-making to design outcomes. Using emergent architecture, they instead must decentralise decision-making to enable innovation. 2. Autonomous actors - Enterprise architects can no longer control all aspects of architecture as they once did. They must now recognise the broader business ecosystem and devolve control to constituents. 3. Rule-bound actors - Where in the past enterprise architects provided detailed design specifications for all aspects of the EA, they must now define a minimal set of rules and enable choice. 4. Goal-oriented actors - Previously, the only goals that mattered were the corporate goals but this has now shifted to each constituent acting in their own best interests. 5. Local Influences: Actors are influenced by local interactions and limited information. Feedback within their sphere of communication alters the behaviour of individuals. No individual actor has data about all of an emergent system. EA must increasingly coordinate. 6. Dynamic or Adaptive Systems: The system (the individual actors as well as the environment) changes over time. EA must design emergent systems sense and respond to changes in their environment. 7. Resource-Constrained Environment: An environment of abundance does not enable emergence; rather, the scarcity of resources drives emergence.

Ehin developed his new leadership model which he calls "unmanagement" after analyzing research on human nature which shows that human productivity is at its peak in informal, co-evolving relationships, as opposed to within formal systems where people are stifled by bureaucracy and not allowed to work openly with their counterparts and peers.

He has discovered that this sweet spot is the place where the most productive and innovative work of an organization takes place, largely because people tend to want to follow their self-interests and do so through developing informal social networks in the workplace.

This cutting edge management book offers guidance to business leaders searching for ways to increase the innovative dynamics, motivation and performance of their knowledge workers.