Organizations are systems, and all systems are subject to their own unique explicit and hidden dynamics.




About Organizational Culture

People in organizations, for profit or not, are constantly making critical decisions that define the course going forward and impact those who they serve. These decisions bring about change, opportunities and challenges. Acting as individuals or as part of teams, the Emotional DNA of each of them actively influences their view of the issues at hand, and how to address them.

When individuals join organizations, they become part of a larger system, contributing and adapting to it whether they are aware of it, or not. Founders and leaders often have the greatest influence on how these systems think and behave as a group, but every member inevitably plays a part in it. Often called the “Organizational Culture”, it manifests most clearly when members act in a certain way because “that is the way we do things around here”.  Unchecked, it can stagnate, limit, even undermine businesses. When carefully understood and nurtured, it will constantly propel them towards success.

This culture evolves throughout the life of organizations, incorporating positive and negative events and influences, becoming a conscience-like entity. Much like in families, the details of crucial events often fade over time, but what at the time were decisions taken within a specific context can soon become habits and predispositions to act or do things in certain ways, even when lacking rational justification.

The Opportunity

Born out of the work with personal System Dynamics, Organizations can utilize a similar approach to zero in on issues and resolve them by helping people dimensionalize and identify hidden patterns or influences at play, enabling them to objectively pivot their behaviors and critical thinking towards improved outcomes. With it, individuals and teams learn to operate and analyze situations with a complete picture, transforming their decision making and problem resolution into far more effective and efficient processes. Much like Lean Manufacturing and Six Sigma constantly look for improvement opportunities, using a Systemic Lens is akin to Gemba walks of individuals, teams, processes, strategies and of the Organizational Culture consequently. The resulting entities are fully aware of their culture, becoming more responsive and intelligent operations, conscious of their complete history, able to navigate through situations recognizing what has helped them succeed, where and why they have struggled, and what known pitfalls to avoid.

Common areas where this methodology produces immediate results include:

  • Team effectiveness
  • Leadership effectiveness
  • Product development
  • Strategic planning
  • Negotiations, mergers, acquisitions and divestitures
  • Restructurings
  • Employee recruitment and retention
  • What if scenarios modeling
  • Succession

The success of this practices in organizations like Daimler, BMW, the Nordic Baking system and others has fueled the interest and growth in Europe. In the US, organization like Mars, Pfizer, IBM are also implementing this to further fuel their success.

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