Current organizations underperform due to silo thinking. Leaders and managers must acquire a whole-system perspective. This book provides the overview, knowledge and tools to create a practical shift for 21st century management. The “Theory of everything” for management; an evolved and more scientific Fifth Discipline plus field book for contemporary managers.
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A classic of modern management, this book has been selling since 1999 offering a clear outline of the Decalogue management methodology, powerfully uniting the work of W. Edwards Deming & Eliyahu Goldratt.
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A ground-breaking business novel for transformation.
"I think the book is brilliantly written, much more engaging than the Goldratt books. It sort of captivates one with a sense of wanting to see what's going to happen next.”
GENE BELLINGER, SYSTEMS THINKING WORLD
Our chapter on Managing Complexity for Springer Book
Managing complexity has become one of the most important issues for economists and managers over the last twenty years. The reason for the increasing importance of this issue is related to the exponential growth of interconnections and interdependencies that has arisen in contemporary society and organizations. Organizations often struggle to adapt their management methods to the shift towards increased complexity. We present a management methodology, ‘The Decalogue’, that is a systemic approach for managing complexity in organizations and supply chains through focusing on constraint management (Theory of Constraints) and the understanding and control of variation (Theory of Profound Knowledge). Through the application of this methodology, an organization can transform its operations from a traditional hierarchy (silo mentality) to an organizational model of a systemic network of projects that is appropriate for operating and adapting within a complex reality. We conclude that the approach we present, specifically applied to organizations with a well defined goal, is a “systemic” approach focussing on constraint management and control of variation. This systemic approach leverages the intrinsic process and project-based nature of the work of organizations. Traditional hierarchy is replaced by a different kind of hierarchy, driven by the goal of the system and governed by a new design of the organization as a “Network of Projects”. The Network of Projects requires a cognitive shift and provides a robust and sustainable model for organizations to adapt and develop within a complex environment.
Only with an acquired "sechel" or systemic intelligence can we manage successfully a conscious and connected organization that recognizes the systemic, network and project-like nature of the work of any enterprise.