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 / Learning Centre / How Can You Manage Change? / Not Change But Transformation

Not Change But Transformation

Not Change But Transformation

From exile to freedom: splitting the Red Sea

Stupidity, as Dr. Deming has reminded us, is a choice. We are not talking about a low IQ but the refusal to use the mental capacity we have. We do not lack the knowledge needed to build and operate a truly systemic company guided by the idea of throughput; what we lack is the ability to decide to use that knowledge. The difficulty is in the transition from knowing what to do to making it happen. Why is this so difficult? Once we take action, we change our reality and nothing is quite the same. This is profoundly linked with the way we see ourselves in the world. Taking those steps is scary. When the Red Sea parted for Moses, it was not simply divine intervention, but divine intervention coupled with human decision and action. Torah scholars inform us that the sea did not part until someone took the first step into it. As Deming says, it is all about transformation.

Industry and a new ecology of wealth

Our goal, as individuals and organizations, should be nothing less than transformation. Into what? Into being the fastest and most effective vessels for making our potential real and happening. The most obvious and suitable environment for transformation is Industry. This is where raw material is literally transformed into saleable goods. I truly believe that the solidity of any country’s economy must be based on a strong and competitive Industry because that is where materials, processes and methods guided by human intelligence can produce the maximum wealth. Industry is the natural cradle for the development of a new ecology of wealth. We can transform Industry through a systemic approach. Before we look at this in a more hands-on light (I purposefully do not say ‘practical’ because to paraphrase Einstein, nothing is more practical than a good theory), we need to step back and examine the cultural and philosophical forces that can inhibit such a transformation, and identify the pattern that will promote and sustain it.

Not Change Management but transformation

Our goal when we adopt a truly systemic approach in an organization is to transform the way the organization pursues its goals. It is not Change Management, nor re-engineering, nor improving, but transforming. The algorithm of the Decalogue methodology that I contributed to develop is designed precisely for this. It is not Kaizen, it is not Lean, and it is not Business Process Re-engineering: its goal is not the achievement of better performances because they are a natural by-product; it is a complete paradigm shift in the way the business of the organization is conducted. The transformational nature of the Decalogue is reflected in its ambition to bring together the elements of the New Economics advocated by Dr. Deming and the largely unexplored power provided by the thinking approach to systems of the Theory of Constraints (TOC). Dr. Goldratt has labelled this thinking as “common sense” and called its offspring “thinking tools”. After 15 years of relentless work I am adamant that there is nothing common about the “sense” Dr. Goldratt talks about and the “tools” he designed resemble tools just like my three pointer resembles Kobe’s. As for thinking in a way that produces coherent results, this seems to be one of mankind’s greatest challenges.

A new epistemology of wealth creation

In a systemic attempt to provide a unified approach to economics, finance and management, the Decalogue leads us inevitably to create the foundation for a new epistemology of wealth creation, something that through rigorous investigation separates knowledge (what we know and it is part of who we are) from superstition (what we believe is true and for which we have no, or a shaky, basis of explanation). In a world where the only cure to the folly of the financial markets seems to be stricter rules on the trading of derivatives and salary caps, and where financial institutions still believe they can perpetuate moral hazards because the government will eventually bail them out, we need to dig deeper into what causes the state we are in and find an option on how to come out of it. That is the ultimate purpose and scope of the Decalogue.

By Dr. Domenico Lepore, Founder of Intelligent Management Inc. and author of   Sechel: Logic, Language and Tools to Manage Any Organization as a Network of Projects

See also our series on Systemic Management:

Managing Projects the Systemic Way: Critical Chain

The Crucial Role of Synchronization in a Systems-Based Approach to Management

Operating a Systemic Organization: The Playbook

Managing a Systemic Organization: The Information System

The Physics of Management: Network Theory and Us

No Fear in the Workplace – Making It Happen

Drive Out Fear by Learning to Think Systemically

Don’t Climb, Grow! Success in the Systemic Organization

Can We Do Away with Hierarchy?

The Network of Projects: Driving Out Fear in the Post-Digital Age

Fear-free Career Paths in the Network of Projects

Learning, Joy, and the Interconnected Future

Structuring the Network of Projects: Algorithms and Emotions

Start Making Sense: Introduction To Statistical Process Control

Member Content

  • What is a System?
  • The Interconnection of Leadership, Quality and Innovation (open access)
  • What is a Systemic Organization?
    • Variation (open access)
    • What is a Constraint? (open access)
    • Decalogue Methodology (open access)
    • Quality (open access)
    • Interdependencies
      • Human Relations
      • Cognition
  • How Can You Manage Change?
    • Why Change? Part One
    • Why Change? Part Two
    • Not Change But Transformation
    • What Are the Thinking Processes? (open access)
  • What Does Complexity Mean and How Can We Manage It?
    • Life Sciences
    • Non-Linear Dynamics
    • Networks
    • The Organization as a Network of Projects
    • Fractals
  • The Applications from the Theory of Constraints
    • New Product Development & Innovation
    • Managing External Constraint – Marketing & Sales
    • Managing Non-Physical Constraints
    • Synchronized Management (Drum Buffer Rope)
  • What Are the Thinking Process Tools? (open access)
    • Real Life Example of a Future Reality Tree – The Proprint Case Study
    • Building the Core Conflict Cloud by Dr. Domenico Lepore
  • How Can You Optimize Resources and Processes?
    • Synchronized Management (Drum Buffer Rope)
    • Process Synchronization
    • Resource Optimization (open access)
    • Data Management
    • Info & Measurements
  • What Makes an Information System Useful?

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