In this webinar, Martin will speak about how managers respond to the introduction of the VSM, and how he approaches a VSM consulting project with a client, let’s say with a company of 3’000 employees in the building industry. He will also pose some questions on application issues and propose solutions.
I came in touch with Stafford Beer in the 90ties through Fredmund Malik who I worked with. My first Syntegration was an International Licensee Event (TSI) at DeVoorde, Netherlands in 1997. From 1999 to 2006 I owned and managed Team Syntegrity Europe AG, a start-up company within the Malik group with the objective to develop, apply and spread Team Syntegrity in Europe.
At the same time I started to study managerial cybernetics with Stafford with a focus on application questions of the Viable System Model. I built the “Management Cybernetics & Bionics” Division at the Malik group from 2006 to 2012 and organized three Cwarel-Isaf Conferences and the first Bionics-Conferences on Management. From 2013 to 2018 I changed my focus for a while, run a martial-arts school in Switzerland and published my experiences on the application of the VSM (Die dritte Dimension des Organisierens, 2020, Springer-Gabler). 2019 I co-founded the “Fondation Oroborus” where I am again consulting/applying and teaching management cybernetics.
And I just became a fellow of the Cybernetic Society (UK).
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.
