This website or its third-party tools use cookies which are necessary to its functioning and required to improve your experience. By clicking the consent button, you agree to allow the site to use, collect and/or store cookies.
Please click the consent button to view this website.
I accept
Deny cookies Go Back

Intelligent Management

Deming and Theory of Constraints for CEOs and Executive Teams for the Age of Complexity. Ess3ntial Critical Chain Project Management

  • THE DECALOGUE METHOD
    • The Problem for Every Business
    • The Systemic Solution
    • synchronize competencies
    • How It Works
    • business insight and foresight through systemic cause and effect reasoning
    • Our Education Modules for Systemic Management
  • about us
    • Dr. Domenico Lepore
    • the founders
    • Intelligent Management Success Stories
    • Our Books
    • Clients
    • Expanding Spiral of Positive Systemic Results with Intelligent Management
  • blog & books
    • Blog Theory of Constraints and Deming
    • Our publications
  • ITALIA
  • Contact
You are here: Home / Network of Projects / Freedom from the Trap of Silos through a Network of Projects

Sep 13 2017

Freedom from the Trap of Silos through a Network of Projects

Network of projects

Many organizations still have traditional hierarchies and silo their people into functions. But the complexity of today’s reality needs something different. With the exponential growth of interconnections and interdependencies, a traditional organizational design can undermine productivity and sustainable growth. Here we summarize the organizational design we propose, based on two decades of international work, specifically applied to organizations with a well-defined goal. It is a “systemic” approach. 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”.

Seeing the system

A System is a set of interdependent components that work together toward a common goal. Without a goal, there is no system (W. Edwards Deming). When we introduce a systemic approach to organizations, we have to derive that goal organically from the current reality and it is NOT a mission statement. We are able to do that effectively by starting from the identification of the Core Conflict of the organization.This is a systemic method for analyzing an organization.This provides a kind of cognitive snapshot that depicts the situation of “blockage” the system is experiencing. We begin by identifying all the Undesirable Effects that everyone inside the system experiences, and this allows us to capture the root cause of those various symptoms in a precisely verbalized conflict. This conflict exists because of all the unchallenged assumptions (mental models) that people have about their reality.

Allowing the solution of the network of projects to emerge

The way out of this conflict is through the identification of a set of “injections” or solutions (statements invalidating the weakest assumptions) that solve or “evaporate” the conflict.

In the approach we have developed at Intelligent Management over the last decade, this set of “injections” becomes the core of a systemic organizational design that we call the network of projects.

We build the network starting from each ‘injection’ that invalidates the set of assumptions or limiting beliefs that currently keep an organization trapped in an unsatisfactory current reality. These injections are then split into simpler Intermediate Objectives, sequenced according to a prerequisite logic, and each Intermediate Objective is then split into simpler actions. For every simple action, we can then assign resources and a timeframe in order to create a scheduled project.Each project is scheduled according to a very precise algorithm called Critical Chain. The set of projects emerging from the core conflict is the Network of Projects.

Synchronizing the network

The mechanism of synchronization of the entire system is obtained, finally, once theNetwork of Projects is subordinated to the constraint. The constraint is the project, the machine, the part of the organization or whatever limits the ability of the organization to generate value. This constraint can be appropriately (strategically) chosen in order to be leveraged.

Every organization is affected by variation in all its processes, both mechanical and human. We can monitor and manage variation inside the organization using Statistical Process Control (SPC). We identify critical points, where the impact of variation is more important (i.e. before the constraint), working to keep every process stable (in statistical control) in order to reduce variation (where and if possible).

SPC is not just a tool. Rather, it is a way of thinking, a mindset. Understanding variation is the most important part of the task, because the risk of tampering with the system is extremely high. The habit of reacting instead of thinking is very common. SPC is a sophisticated support that helps managers to understand how the system behaves and to take the right decisions.

Variation and intelligent emotions

Variation is not only associated to processes. An important part of the “noise” in the work environment is caused by the interactions among people. Managers have to deal with problems every day: dilemmas (personal or not), conflicts between people, conflicts with the “rules”of the organization (policies). The use of the Thinking Processes Tools has proved to be an effective way to overcome these problems. The Conflict Cloud allows us to find solutions to conflicts and dilemmas in a win-win framework, abandoning, once and for all, the prevalent “zero sum” logic (I win you lose). Recurrent use of the Thinking Process Tools helps managers and co-workers develop intelligent emotions.

Coping with the change

The transition to this new organizational model is not straightforward. It provides a shift from command and control to managing the interdependencies that characterize complexity. Changing the way people operate in the system entails a profound change in their behaviours and their habits simply because:

  • The role of the “boss” is replaced by the concept of subordination to the constraint;
  • The traditional “functions”, the hierarchical organization designed by “silos”, are not present;
  • Project Managers play a crucial role in the correct functioning of the system, even more than managers responsible for the processes;
  • The way performances of people and processes are assessed is totally overturned (no local goals);
  • The very common prevalent logic “I win you lose”is no more in place;
  • Variation is monitored and managed instead of the common habit of “aiming at the target, keeping the process on target”.

And so on.

People are simply brought out of their “comfort zone”. Transformation is only possible if people are willing to change. However, even if we believe, as Dr. Deming did, in continuous improvement and that people are keen to learn, investing in human resources is the right direction to take. Choosing the right people and giving them the support they need for change is the key for a successful transformation.

This post is co-authored by the Intelligent Management team: Dr. Domenico Lepore, Dr. Giovanni Siepe, and Dr. Angela Montgomery

Sign up to our blog here and shift your thinking towards broader, systemic possibilities for yourself and your organization. Intelligent Management provides education and training  on systemic management, W. Edwards Deming’s management philosophy and the Theory of Constraints  (Decalogue methodology) in North America and Europe.

About the Author

Angela Montgomery Ph.D. is Partner and Co-founder of Intelligent Management and author of the business novel+ website  The Human Constraint , so far purchased in 22 countries around the globe. This downloadable novel uses narrative to look at how the Deming approach and the Theory of Constraints can create the organization of the future, based on collaboration, network and social innovation.  She is co-author with Dr. Domenico Lepore, founder, and Dr. Giovanni Siepe of  ‘Quality, Involvement, Flow: The Systemic Organization’  from CRC Press, New York.

Written by angela montgomery · Categorized: Network of Projects, Systems Thinking, systems view of the world, Theory of Constraints · Tagged: constraint, Deming, Goldratt, network of projects, silos, synchronization, variation

Search Form

Leave a Reply Cancel reply

Your email address will not be published. Required fields are marked *

Sign Up For Our Systems View Blog!

Search Form

Recent Posts

  • Companies that Challenge their Limiting Beliefs Can Thrive April 23, 2025
  • A Method for Breakthroughs: The Theory of Constraints March 31, 2025
  • The Biggest Bottleneck that Blindsides Business: Management March 14, 2025
  • Revealing the inner nature of any organization to create a leap in performance February 14, 2025
  • Dealing with Uncertainty in 2025 January 13, 2025
  • Exponential Thinking for Exponential Growth December 1, 2024
  • Why Physics Matters for Managing Organizations Systemically November 17, 2024
  • Addressing the Cognitive Human Constraint in Organizations October 27, 2024
  • Obstacles, Ambition and Getting to the Goal October 10, 2024
  • The Theory of Constraints: Why Words Matter so Much September 27, 2024
  • Can a Systems Approach Prevent Greed? September 12, 2024
  • The Human Constraint that Frees Us August 30, 2024
  • Optimize Your Company for the Digital Age August 22, 2024
  • Beyond Teams: Build a Systemic Organization August 15, 2024
  • A New Generation of Entrepreneurs and Leaders Facing Unprecedented Challenges July 11, 2024

Social Icons

  • LinkedIn
  • Twitter
  • Vimeo

Archives

  • April 2025
  • March 2025
  • February 2025
  • January 2025
  • December 2024
  • November 2024
  • October 2024
  • September 2024
  • August 2024
  • July 2024
  • June 2024
  • May 2024
  • April 2024
  • March 2024
  • February 2024
  • December 2023
  • November 2023
  • October 2023
  • August 2023
  • July 2023
  • June 2023
  • May 2023
  • April 2023
  • March 2023
  • February 2023
  • January 2023
  • December 2022
  • November 2022
  • October 2022
  • September 2022
  • August 2022
  • July 2022
  • June 2022
  • May 2022
  • April 2022
  • March 2022
  • February 2022
  • January 2022
  • December 2021
  • November 2021
  • October 2021
  • September 2021
  • August 2021
  • July 2021
  • June 2021
  • May 2021
  • April 2021
  • March 2021
  • February 2021
  • January 2021
  • December 2020
  • November 2020
  • October 2020
  • September 2020
  • July 2020
  • June 2020
  • May 2020
  • April 2020
  • March 2020
  • February 2020
  • January 2020
  • December 2019
  • November 2019
  • October 2019
  • September 2019
  • August 2019
  • July 2019
  • June 2019
  • May 2019
  • April 2019
  • March 2019
  • February 2019
  • January 2019
  • December 2018
  • November 2018
  • October 2018
  • September 2018
  • August 2018
  • July 2018
  • June 2018
  • May 2018
  • April 2018
  • March 2018
  • February 2018
  • January 2018
  • December 2017
  • November 2017
  • October 2017
  • September 2017
  • August 2017
  • July 2017
  • June 2017
  • May 2017
  • April 2017
  • March 2017
  • February 2017
  • January 2017
  • December 2016
  • November 2016
  • October 2016
  • September 2016
  • August 2016
  • July 2016
  • June 2016
  • May 2016
  • April 2016
  • March 2016
  • February 2016
  • January 2016
  • December 2015
  • November 2015
  • October 2015
  • September 2015
  • August 2015
  • July 2015
  • June 2015
  • May 2015
  • April 2015
  • March 2015
  • February 2015
  • January 2015
  • December 2014
  • November 2014
  • October 2014
  • September 2014
  • August 2014
  • July 2014
  • March 2014
  • February 2014
  • January 2014
  • November 2013
  • October 2013
  • September 2013
  • August 2013
  • March 2013
  • February 2013
  • December 2012
  • November 2012
  • October 2012
  • September 2012
  • August 2012
  • July 2012
  • June 2012
  • May 2012
  • April 2012
  • March 2012
  • February 2012
  • January 2012
  • December 2011
  • November 2011
  • October 2011
  • September 2011

Recent Posts

  • Companies that Challenge their Limiting Beliefs Can Thrive April 23, 2025
  • A Method for Breakthroughs: The Theory of Constraints March 31, 2025
  • The Biggest Bottleneck that Blindsides Business: Management March 14, 2025
  • Revealing the inner nature of any organization to create a leap in performance February 14, 2025
  • Dealing with Uncertainty in 2025 January 13, 2025

Our Blog

  • Companies that Challenge their Limiting Beliefs Can Thrive
  • A Method for Breakthroughs: The Theory of Constraints
  • The Biggest Bottleneck that Blindsides Business: Management
  • Revealing the inner nature of any organization to create a leap in performance
  • Dealing with Uncertainty in 2025

Recent Posts

  • Companies that Challenge their Limiting Beliefs Can Thrive April 23, 2025
  • A Method for Breakthroughs: The Theory of Constraints March 31, 2025
  • The Biggest Bottleneck that Blindsides Business: Management March 14, 2025
  • Revealing the inner nature of any organization to create a leap in performance February 14, 2025
  • Dealing with Uncertainty in 2025 January 13, 2025

Connect with us on LinkedIn and Twitter

  • LinkedIn
  • Twitter

Sign Up For Our Systems View Blog!

Search Form

  • Home
  • Blog Theory of Constraints and Deming
  • Library
  • How to adopt systemic organization management
  • Knowledge Base for ‘The Human Constraint’
  • Contact Us

© 2025 Intelligent Management Inc. Canada

Privacy Policy