In the previous posts in this series on the Ten Steps of the Decalogue Method we looked at the way Statistical Process Control (SPC), a strategically chosen constraint and managing the constraint buffer provide us with the focus and the practical mechanism to run our organization. However, there is still a very crucial element that […]
Archives for 2022
Why Your Organization’s Constraints are the Key to Success – A Systemic Approach Part 8
Dr. Eliyahu Goldratt’s main contribution to the theory of management has been to point out that any system is limited toward its goal by very few elements, the constraints. If we identify them we can manage them following the focusing steps that he developed. The Decalogue method leverages the intrinsic stability of a Deming-based system and […]
Working with Variation to Support Good Decision Making – A Systemic Approach Part 7
In our previous post we looked at understanding variation and processes. In this post we continue with Step Three of the Decalogue Management Method, “Make the system stable (understand variation and its impact on the network)” by looking at gathering data and why that matters. What leaders and managers have to bear in mind is that […]
Create Stability and Predictability in Your Organization by Understanding Variation – A Systemic Approach Part 6
In step Two of the Decalogue, we mapped out our system using Deployment Flowcharts to map the major processes. Now that we are in a situation where we can “see” our organization as a system made up of processes, we have to understand how variation affects our organization. Step Three of the Decalogue management method […]
Leadership for Complex Times – A Systemic Approach Part 5
As usual, the Intelligent Management team are straddling two continents and the travel commitments have kept us occupied. To continue the flow with this series on the Ten Steps of the Decalogue Method, a systemic method for management, we’re inserting a short piece about leadership that was written just as the world was in the […]
How to Drastically Improve Company Results Through Healthy Interactions – A Systemic Approach Part 4
Now that we know how to measure what matters (see How to Make the Best Decisions for Your Company and Measure What Matters – A Systemic Approach to Management Part 3 ) we can focus on really understanding the interactions in our organization/system. Step Two of the Decalogue Method is Understand the system (draw the interdependencies). If we […]
How to Make the Best Decisions for Your Company and Measure What Matters – A Systemic Approach Part 3
In the previous post we looked at interdependencies and establishing the goal of the system. In order to steer our system in the right direction we have to know how to make the right decisions. To do this it is essential that we be capable of assessing to what extent our system is achieving its […]
Interdependencies and Establishing the Goal of Your Organization – A Systemic Approach Part 2
Over the summer months we are looking in detail at the essential steps to create a significant leap in the performance of your organization, based on the Ten Steps of the Decalogue Method. The ‘‘how’’ in how we manage our organizations has to be radically transformed. Our goal must be a way of behaving and […]
Radically Improving Organizational Performance – a Systemic Approach Part 1
We have received thousands of views on LinkedIn for a post about the mindset shift necessary for a different kind of organization. While we didn’t create the infographic, we wholeheartedly agree with it but, in fairness, over the last 25 years of the Decalogue method we have done much, much more. No matter […]
How to Put an End to Meaningless Meetings: an Operational Process
Every human activity aimed at producing a result, whether it’s a product or a service requires collaboration. And collaboration and cooperation are increasingly stressed in the workplace today. It’s not just a feel good thing, it actually makes evolutionary sense. The success of our species depends on it. The problem is, organizations can create situations […]
