SYSTEMS THINKING
The foundation for everything we do is based on the 'Science of Systems Thinking'. 'Systems Thinking' and 'Strategic Thinking' are originally based on the works of Ludwig von Bertalanffy, the Austrian father of the so-called 'General Systems Thinking'. During the 20th century, he pioneered the forming the 'Society for General Systems Research' conceiving the 'Science of Systems Thinking' as a recognized' Unity of Sciences.'
The 'Systems Thinking' is synonymous with 'Strategic Thinking'. Contrary to 'Analytic Thinking', in 'Systems Thinking' the whole is the primary and the parts secondary. In essence, 'Strategic Thinking' and 'Systems Thinking' view ideas, people, projects, organizations etc. within the context of the systems they are part of, allowing assessment and evaluation of impacts of change on all parts of a system, helping better decision-making. As such, people and an organization do not exist as islands, but as part of a larger network, web or matrix of systems that all function, more or less independently, yet interdependently.
'Systems Thinking' is thus directly applicable to the way individuals, teams and organizations function, much like natural systems do. Underlying these systems are complexities that have, at their heart, simple, fundamental foundations. By grasping the fundamentals and essence of how an organization works, as a system within a set of larger systems, it is possible to work through the complexity and arrive at real, effective solutions to individual, business or organizational challenge or opportunity.
Throughout our work with clients, 'Systems Thinking'-concepts and -methodologies are applied, facing clients challenges now and opportunities ahead. Applying 'Systems Thinking' simplifies a organizations or a business executive's leadership challenge and strategic planning, gradually fostering a daily habit of thinking in systems and thinking strategically.
Based on the '
ABCDEX Systems Thinking framework
®
', the 6 Strategic & Systems Thinking core questions, in sequence, are:
A:
Where do you want to be? (i.e., your ideal future Vision; e.g. ‘Vision 2020’).
B:
Where are you now? (i.e., today's challenges and opportunities ahead; typically using a SWOT-analysis as the core framework).
C:
How will you know when you get there? (i.e., customers' needs, connected into a quantifiable feedback system; identify your Key Success Measures and belonging Goals/Objectives as well as your Key Performance Indicators).
D:
By which Strategies are you going to move towards your ideal future Vision?
E:
How are you going to implement the changes needed to pursue your Strategies?
X:
ONGOING - What will/may change in the future business environment around you?
