The economy and society are going through one of the greatest transformations in history. It is a paradigmatic mega-change which brings about most risky turbulences. It is no less than a shift from an old to a new world. To master it, a revolutionary new management is needed in order to shift resources in the critical decision zone. For this challenge we have the best solutions ever, amplifying the effectiveness of management by 80fold and speed of change by 100fold.
Technology is Janus-faced with it having both a good and a dark side, this highlighting the ethics domain. This has implications for the implementation of technology in general. Extending the notion of technology implementation as one form of managed change, these implications extend to how we handle change, especially change in complex situations.
AI’s recent advances mean that it is now a fundamental constituent of the environment for all of us, and the challenge for organisations is to adapt to it. This entails a deeper understanding of what the technology is, and this in turn invites a reinspection of cybernetic theory.
How can a global manufacturer with tens of thousands of employees not just survive but thrive in turbulent times? Guided by its CEO philosopher, the Chinese white goods appliance leader went through four decades of strategy, business, and organizational reinvention, rewriting everything we knew about management.
Based on years of direct collaboration with Haier, Emanuele will conversate with Krishan to explore RenDanHeYi’s ability to get rid of hierarchical control, top-down people management, centralized budgeting, organizational bureaucracy, distance from the market.
They will compare the foundational RenDanHeYi’s concepts with VSM pillars to show how more and more enterprises worldwide may embrace unprecedented levels of self-management, entrepreneurial initiative, customer centricity, diffused value sharing, and ecosystemic thinking.
Many of Beer and his team’s reflections on the effective incorporation of people into the project considered prototypes for measuring audiences in real time.
This view of the common good is especially critical in the main political and sociocultural dilemmas that form part of todays debates regarding the future of ongoing Fourth Industrial Revolution.
Why did humankind create such a moral and ecological mess of this world, and why have we done that for only about 10,000 years? This question might be related to the Sapient Paradox, which emerged after decades of archeological and neurophysiological research.
Foreshadowing the disasters of the Anthropocene, in the late 1960s Gregory Bateson developed a cybernetic analysis of the environmental crisis which was then starting to be recognised. He argued that
Prof Yolles will offer a takeaway from his recent book (with M.I.Fink), with emphasis in Social Agency in Organisational Cybernetics. The book explains psychological, socio-political and organisational change in multidisciplinary
Fragmentation is one of the main characteristics of modernity. Divide and conquer, tends to be the main heuristic to tackle complex problems. It has been a quite successful strategy to
