In our consulting projects, we often hear statements from executives and employees such as “We work more against each other than with each other!” or “Our processes are not tailored to the needs of customers!” or “We are not successful because of our organization, but despite our organization!” The best strategy can’t be implemented effectively if the structures, processes, functions and committees aren’t effective and harmonized with one another. What the customer pays for and what the employees and managers are paid for must be the focus of the organization’s attention. Principles such as subsidiarity, autonomy, self-organization and redundancy, which are a normal in functioning biological systems, should also be used in companies.
We know what it takes to structure medium-sized companies as well as international groups in such a way that the individual contributions are maximized and aligned with the common purpose. It is not achieved simply by adding more boxes to the organisational charts. It is achieved by using cybernetic solutions like the Viable System Model to design, manage and develop companies.