This book provides the conceptual framework and a comprehensive guide to the principles, methods and tools for managing organizations. The authors introduce “New Knowledge” by presenting a methodology, 'The Decalogue’, that portrays a genuinely systemic approach for managing complexity in organizations and Value Chains through focusing on the management of a leverage point called constraint (Theory of Constraints) and the understanding of variation (Theory of Profound Knowledge). This systemic approach leverages the intrinsic process and project-based nature of the work of organizations. Functional hierarchy is replaced by a network-like structure, driven by the goal of the system and governed by a new design of the organization called “Network of Projects”. The transition towards the Network of Projects requires a cognitive shift in the way we view and put to good use human talent and ingenuity as well as a powerful algorithm to orchestrate and synchronize individual competencies. The authors discuss at length this algorithm, how the Theory of Constraints helps in the cognitive challenges of this shift and also how technology can be used fruitfully to assist with the operational implications. The target audience for this book is made up of leaders and managers of organizations as well as researchers and practitioners in the field of management and organizational design.
The way we design and work within our organizations is profoundly impacted by digital technologies and complexity. Speed of flow is critical for innovation, production, communication, and delivery. Arguably, silo-based, functional hierarchies are failing to guarantee the necessary speed of flow as well as quality, and involvement of people. Applying techniques is insufficient. What is required is a radical rethink to compete and thrive. Nothing less than a new way of understanding – an epistemological framework – will do. This book aims to provide such a framework and show how we can break free from silos and silo thinking through a truly systemic approach. It presents an operational solution that allows organizations to effectively adopt digital technologies and reap their benefits. It highlights the new kind of leadership that our increasingly network-based and distributed business world requires to achieve sustainable prosperity.
The complexity and interconnection that increasingly define the life of organizations call for a much better ability to think in a systemic way. This enhanced ability connects coherently the birth of an idea (intuition) with its thorough analysis (understanding) and the operational knowledge required to carry out its implementation. All this is summarized in the Hebrew word sechel. Sechel allows us to see the relevance of, and adopt in our operations, the scientific approach that has catalyzed the last 400 years of human endeavour. Only with an acquired sechel is it possible to manage successfully a conscious and connected organization, one that recognizes the systemic, network and project-like intrinsic nature of the work of any enterprise.
Current organizations underperform due to silo thinking. Artificial barriers frustrate efforts and perpetuate an organizational model no longer adequate for the complexity of the current business world. Leaders and managers must acquire a whole-system perspective for their organizations to be sustainable. This book provides the overview, knowledge and tools to create a practical shift for 21st century management. The “Theory of everything” for management; an evolved and more scientific Fifth Discipline plus field book for contemporary managers. It follows on from Deming and Goldratt: The Decalogue that continues to sell today and is based on over ten years of implementation.
The way we design and work within our organizations is profoundly impacted by digital technologies and complexity. Speed of flow is critical for innovation, production, communication, and delivery. Arguably, silo-based, functional hierarchies are failing to guarantee the necessary speed of flow as well as quality, and involvement of people. Applying techniques is insufficient. What is required is a radical rethink to compete and thrive. Nothing less than a new way of understanding – an epistemological framework – will do. This book aims to provide such a framework and show how we can break free from silos and silo thinking through a truly systemic approach. It presents an operational solution that allows organizations to effectively adopt digital technologies and reap their benefits. It highlights the new kind of leadership that our increasingly network-based and distributed business world requires to achieve sustainable prosperity.
Since 1971, the International Congress for Neo-Latin Studies has been organised every three years in various cities in Europe and North America. In August 2009, Uppsala in Sweden was the venue of the fourteenth Neo-Latin conference, held by the International Association for Neo-Latin Studies. The proceedings of the Uppsala conference have been collected in this volume under the motto Litteras et artes nobis traditas excolere Reception and Innovation. Ninety-nine individual and five plenary papers spanning the period from the Renaissance to the present offer a variety of themes covering a range of genres such as history, literature, philology, art history, and religion. The contributions will be of relevance not only for scholarly readers, but also for an interested non-professional audience.
This book introduces readers to the main types of corporate sustainability practices. The first section examines both the ratings provided by international agencies and the various ESG (Environmental, Social and Government) indexes existing at 2021. In turn, the second part empirically investigates the relationship between the level of corporate sustainability and corporate financial performance among the large companies listed on the Milan Exchange FTSE-MIB 40 index for 2015-2019. The book offers a comprehensive overview of current sustainability concepts and practices and illustrates how various companies are seeking to integrate them in their competitive strategy. Further, it fills a gap in the extant literature by analysing the origins, historical evolution and structure of the main rating agencies and ESG indexes. In addition, the empirical analysis of corporate sustainability’s impact on companies’ financial performance reveals the importance of collegial leadership – a commonly found feature of Italian family businesses that has not been considered in previous studies – as a moderating factor for reconciling sustainability initiatives and performance at family-run firms.
Current organizations underperform due to silo thinking. Artificial barriers frustrate efforts and perpetuate an organizational model no longer adequate for the complexity of the current business world. Leaders and managers must acquire a whole-system perspective for their organizations to be sustainable. This book provides the overview, knowledge and tools to create a practical shift for 21st century management. The “Theory of everything” for management; an evolved and more scientific Fifth Discipline plus field book for contemporary managers. It follows on from Deming and Goldratt: The Decalogue that continues to sell today and is based on over ten years of implementation.
This book provides the conceptual framework and a comprehensive guide to the principles, methods and tools for managing organizations. The authors introduce “New Knowledge” by presenting a methodology, 'The Decalogue’, that portrays a genuinely systemic approach for managing complexity in organizations and Value Chains through focusing on the management of a leverage point called constraint (Theory of Constraints) and the understanding of variation (Theory of Profound Knowledge). This systemic approach leverages the intrinsic process and project-based nature of the work of organizations. Functional hierarchy is replaced by a network-like structure, driven by the goal of the system and governed by a new design of the organization called “Network of Projects”. The transition towards the Network of Projects requires a cognitive shift in the way we view and put to good use human talent and ingenuity as well as a powerful algorithm to orchestrate and synchronize individual competencies. The authors discuss at length this algorithm, how the Theory of Constraints helps in the cognitive challenges of this shift and also how technology can be used fruitfully to assist with the operational implications. The target audience for this book is made up of leaders and managers of organizations as well as researchers and practitioners in the field of management and organizational design.
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