Our reality has changed irrevocably. Leaders need to rapidly change the way they understand and manage companies to keep up. This is where science provides practical and valid solutions. Companies are systems and networks of processes and projects that have a common goal and finite (available) resources. A company can maximize and accelerate its results by adopting two, fundamental approaches:
- ensuring low variation (Quality) in the oscillation of the links that connect hubs and nodes of the network
- synchronizing conversations to optimize the network through a strategically chosen constraint (where maximum value for the customer is generated).
In order to manage a company in a way that is consistent with these principles it has to be conceived and designed appropriately, as a system and not as a function-based hierarchy in silos. The operational way to translate this design into concrete and manageable actions is through a reorganization as a Network of Projects. This transformation can be guided by a management protocol called ‘The Decalogue’. The cognitive leap that people need to make to manage systemically is greatly helped by a set of Thinking Processes from the Theory of Constraints.
INDUSTRIES WE HAVE SERVED SINCE 1996 INCLUDE:
Robotics, Software, Manufacturers (automotive, precision mechanics, fashion), Metal producers (steel, aluminum, graphite), Mining, Energy, Technology Start-up, Not-for-proft
My experience with the Decalogue approach has shown me how to reach a profound analysis of complex situations quickly and effectively. It enables decision makers to access new insights, to verbalize their goals transparently and accurately, to create a roadmap, and to roll out effective, system-wide solutions in a robust way. Karen Narwold, Senior Vice President, General Counsel, Corporate & Government Affairs, Corporate Secretary at Albemarle Corporation.
By acquiring higher cognitive and management skills you can maintain steady focus through constant change and increasing demands to improve performance and innovate.
Our methodology is a powerful synergy of the systemic approaches of W. Edwards Deming and the Theory of Constraints. There are many tangible benefits that come from operating as a whole system.
See details of this 15 day program here.
Technology helps, but you need more.
With the speed of constant change, businesses have to work harder just to keep up.
Just some of the “Undesirable Effects” in the Digital Age include: pressure to change and innovate – insufficient quality – disengaged people – silos – overwhelm – overstressed resources – late projects.
The problem is that most businesses are made up of disconnected parts when the Digital Age is all about speed of flow. Technology can help but it cannot solve all the problems that stem from a fragmented organization. To reap the full benefits of new technology and accelerate flow, leaders must:
FIRST: elevate their game with higher cognitive, management and systemic skills
SECOND: reshape their organizations for speed so that everything is interconnected.
We guide leaders of organizations to:
radically and reliably improve performance
accelerate flow, project completion and cash generation
Using our systems science framework and our step by step Decalogue method and tools, companies can operate as a seamless, whole system. They achieve this through our Network of Projects organization design.