Monday, July 19, 2021


A system is only a system in relation to a purpose and that purpose is not inherent in the objects and processes you build and create.

Today’s business environment is dynamic, complex, and uncertain. There are always different complexities at a different time or dimensions; and there are contemporary sophistications in progressive mindset and behaviors. People, organizations and societies are all integral systems that are defined by components and their compositions, and show the interconnectivity between parts and the whole. 

A system is the part of the world which has to be of interest for us on the basis of a certain purpose. A system has patterns, great leaders can reinvent their set of system formulas to improve business management effectiveness and maturity.

System = coherent (logical and operational) construction of a selection of aspects: Organizations and the world as a complex adaptive system requires an understanding of how the things have come together, being 'built,” as well as how to leverage the system understanding from different perspectives for fine-tuning a fast-growing coherent business. Systems Thinking is an awareness of an entire system, and how changes to any part of that system impact the other parts of the system and the whole. If you look at a company as a collection of divisions or geographical areas as subsystems with integrated business elements, make sure that everything works as a "system," not only from a technical perspective, but also from the perspective of the system's goal. The whole effort of leveraging diverse viewpoints to connect dots for expanding thoughts cross-disciplinarily can make progress toward a deeper understanding and holistic viewpoints.

Consider digital organization as the coherent, self-organized but interlaced and hyper-connected ecosystem. Organizations become complex, not for their own amusement, they do it to respond to environments more proactively. The enterprise consists of an amalgam of socio-systems, techno-systems, bio-systems, and econo-systems. The systems of systems can forge or alter a myriad of relationships or alliances and make a seamless ecosystem expansion. From a leadership perspective, it is transformational to “step outside” of the business system for having different perspectives to gain an in-depth understanding of the business dynamics, taking the time to thoughtfully think about the specific issue of boundaries, engendering new perspectives or actions as part of the process of a cross-disciplined management approach.

System = Duality of interaction between structures and actors as described in the structurational theory: We all bring different perspectives and our boundaries might have changed based on open conversations and learning agility. As part of the system, people interact with each other and with the system in which they are actors who keep discovering their way to think, learn, and change either consciously or subconsciously. If necessary, they are able to 'step outside' of the system and adopt different perspectives to gain an in-depth understanding that real-world business development is multifaceted, and the system is the duality of interaction of people, structures and processes, etc, It’s also crucial to apply systems principles to introduce different concepts of hierarchy, in which systems evolve and interlink to create larger systems, within even larger systems, and so on, with the goals to discover useful patterns, harmonize interrelationships, unlock performance and explore the variety of system potentiality.

For humans, as collective beings, to move to higher ground, we must have a different view, but share common ground as well. Systems understanding of how relationships, ecosystems, market dynamics, and the connections between related business functions work help business leaders and professionals shape their viewpoints via multifaceted lenses, technically, scientifically and culturally. An interdisciplinary approach can be applied to management with integrated multi-disciplinary methodology, enabling them to frame bigger thinking boxes, discover the interconnectivity and interdependence of underlying functions and structures, and come up with a unified means of looking at the business essence.

System = Pattern which is defined as “solutions of problems in a context,” with a body of “descriptions of forces”: The highly complex and dynamic system needs to be elaborated in a well-organized system manner with contextual understanding. The system is organic and rational. When it is rational, the whole of all those who participate is greater than the sum of its parts. It will depend ultimately on an interdependent whole; following systems principles for solving problems in a structural way. While the system shows a set of patterns, we have a predisposition to seeking patterns, potentially in the pursuit of logic when attempting to 'find' a solution. That creates a very close relationship between systems thinking and pattern thinking. And it implies the systemization of the effects of patterns when patterns are operationalized as systems.

Focus on the root cause and get away from a preconceived solution if you believe that the proposed solution is not the optimized solution. In fact, the System lenses expand our horizon to fix the root causes of many issues within the systems or on the system; as well as understand the interdependent cause-effect of many complex problems facing our global society today. It is a great technique to leverage Systems Thinking for problem definition with boundaries, depending on what you consider relevant and endogenous as your hypothesis regarding why these things have evolved in a certain way. It’s also crucial to examine the multiple forces that influence system behaviors, and take the right mix of hard and soft management approach to develop a premium solution in a context and maintain the right level of digital balance.

A system is only a system in relation to a purpose and that purpose is not inherent in the objects and processes you build and create. There must be enough central control to achieve coordination toward the large-system goals, and enough autonomy to keep all subsystems flourishing, functioning, and self-organizing. To unleash its full potential, a highly mature digital organization is a self-adaptive system which is able to reconfigure its own structure and change its own behavior during the execution of its adaptation to dynamic environmental changes and generate novelty all the time to achieve high-performance effortlessly.


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