Moving pattern to the right section in README

README.md

@@ -55,6 +55,7 @@ Our mission
 * [Start as an Experiment](patterns/2-structured/start-as-experiment.md) - *Start your InnerSource initiative as a time limited experiment to make it easier for managers unfamiliar with InnerSource to endorse and support the initiative.*
 * [Core Team](patterns/2-structured/core-team.md) - *Even when an InnerSource project is widely needed, contributions and usage may be hindered because the project is difficult to work with. Establish a core team that is dedicated to take care of the project's fundamental items. Their work enables contributors to add and use the features that provide value to their scenarios.*
 * [Document your Guiding Principles](patterns/2-structured/document-your-guiding-principles.md) - *The usual InnerSource explanation of "applying open source best practices inside an organisation" does not work well with people lacking an open source background. As a remedy the most important principles of InnerSource get documented and published widely.*
+* [Extensions for Sustainable Growth](/patterns/2-initial/extensions-for-sustainable-growth.md) - *An InnerSource project is receiving too many contributions, making maintenance difficult. By offering an extension mechanism outside of the core project, the maintainers enable scaling of project capabilities with minimal cost and maintenance overhead.*
 
 ### Maturity Level 1: Initial
 
@@ -78,7 +79,6 @@ Our mission
 * [Overcoming the Not-Invented-Here Mindset](/patterns/1-initial/not-invented-here.md) - *Perfectly good solutions are being rejected because of "Not Invented Here" (NIH). Engineers and their managers will choose to implement functionality themselves first, even if an alternative exists. A shift towards a culture of "Proudly Found Elsewhere" can help reduce the negative impact of NIH.*
 * [Balancing Openness and Security](/patterns/1-initial/balancing-openness-and-security.md) - *While InnerSource flourishes in environments with a high degree of shared code, Security/Legal prefers the limitation of source code access to only those that need it. By making Security/Legal part of the team, introducing explicit sharing levels and security policies for shared repositories, as well as defining what qualifies as sensitive information, code sharing can be facilitated while minimizing the associated risks.*
 * [Crossing the InnerSource Chasm](/patterns/1-initial/crossing-chasm.md) - *Early InnerSource experiments have been successful. Methods that were successful convincing early teams stop working though when scaling the initiative. This chasm can be crossed by using different methods to reach people at different stages of the innovation curve.*
-* [Extensions for Sustainable Growth](/patterns/1-initial/extensions-for-sustainable-growth.md) - *An InnerSource project is receiving too many contributions, making maintenance difficult. By offering an extension mechanism outside of the core project, the maintainers enable scaling of project capabilities with minimal cost and maintenance overhead.*
 * [Transitioning Contractor Code to InnerSource Model](/patterns/1-initial/transitioning-contractor-code-to-innersource-model.md) - *Contract developers are often not motivated to engage in InnerSource activities, which may be beyond the scope of their contract. This pattern describes how you can focus on transitioning the contractor project after the fact to an InnerSource project by setting expectations for specific InnerSource-related deliverables as part of the overall project delivery.*
 * [Incubator Pipeline](/patterns/1-initial/incubator-pipeline.md) - *A team maintaining a widely shared code library wants to accept contributions from other teams, without lowering the overall quality of their library. Therefore the shared library team uses an incubator pipeline to set a lower bar for contributions to enter and a higher bar to exit and become a top-level unit in the library.*
 * [InnerSource Customer Interview Questions](/patterns/1-initial/innersource-customer-interview-questions.md) - *An organization has decided to create an InnerSource program but are unsure which issues they should address first. Using a customer interview will help evaluate pain points across the organization, to prioritize the areas where InnerSource will have the biggest positive impact.*