What is holding back your business…it may be YOU?


I have had the following graphic for so long that I can’t be absolutely sure that I can attribute it to McKinsey but they are the one’s getting the credit.

The truth is that everyone that I have shown this to can recognise the inherent wisdom…but then go off and, promptly ignore the “inconvenient” bits then wonder why “Growth & Change” remain illusive whilst their stakeholders question the ability of management to achieve stated goals and smart competitors seize the advantage!!!

Firms determine what results they want/need, commit the resource to existing or new people, so when it comes to a clash of culture (old v new), the descent into chaos and confusion is assured.

That is one reason why “change management” tends to be a long, slow, painful and costly exercise for many.

Any idiot can “manage” then find multiple excuses for failure (it’s normally someone else’s fault and it will be they that pay the price) but, if you are going to build something worthwhile and sustainable, it is a bottom-up or inside-to-out (i2o) process.

A business is a complex “system” with many component parts each of which has a role to play in enabling achievement of the purpose for which it was created…

Courtesy of (amongst other things) the human element, a business system will continue to “work” even when it is badly broken. However, for it to realise or exceed its potential requires the component parts to work interdependently. Unless the culture and people (in that order) are able and willing to play their part, underachievement – or worse – is assured.

Follow the link if you want more Complexity facts.

Ontonix understand complex systems and are the ONLY company able to reveal the structure hidden in the data it generates.

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IBM: Improving collaboration, tackling complexity The Invisible Thread


You would think, given the following, that a means of measuring system complexity would be something of critical interest to every manufacturer on the planet!? So why aren’t they ALL beating a path to the door of Ontonix to learn about the only, objective, quantitative means of measuring, monitoring and managing system complexity?

The sea of digital information flowing into and out of the Internet is probably the best example of the complexity that defines our world in the 21st century. Complexity is certainly not a bad thing. But when it comes to building products like cell phones, medical devices, and automobiles — products that increasingly rely on digital information for both their development and their everyday use — complexity can be a thorny issue for device manufacturers.

Consider the car you drive. Each small system is part of a sub-system that is itself part of the whole; and each nested system contains parts developed by a vast supply chain of manufacturers, with sets of specifications and standards that must satisfy international regulations and, ultimately, consumers. Designing, deploying, and competing within this “system of system” environment is the constant challenge facing the engineers who are IBM’s customers, including software engineers. These are the systems architects and requirements teams, the coding teams, the testing and build teams, each of whom move their components toward unforgiving deadlines and stakeholder scrutiny.

via Improving collaboration, tackling complexity The Invisible Thread.

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Is the cult of celebrity being replaced by responsibility?


Here is a quote from a show that I have never seen! But it was brought to my attention by a good friend as we were discussing how “dumbed-down” British society has become.

It is ironic (sic) that David Cameron talked about British youth lacking a moral compass when he, his predecessors and other institutions that form the “elite” are the one’s who have shaped the nation:

Do we take it that they are now fearful of the monster that they have created?

They should be, because the sheer scale of their manipulation to satisfy their own greed for power and wealth has been exposed

Judge John Deed: [sentencing the producer of a TV game show after a contestant has died]

Celebrity. The pursuit of the talentless, by the mindless. It’s become a disease of the twenty-first century. It pollutes our society, and it diminishes all who seek it, and all who worship it. And you must bear some of the responsibility for foisting this empty nonsense onto a gullible public.

I keep declaring myself as a non-conspiracy theorist but I have long held the view that it cannot be coincidence that we tend to believe what we are told by authority figures and institutions EVEN when they have been totally discredited!

PERHAPS, now, things are changing. I hope I am not mistaken but I get the impression that people are now wakening up to the fact that celebrity is shallow, selfish, fleeting and relatively. The stuff of complete fantasy for most people. Dressing, acting or talking like your idol can make you look pretty sad and devoid of original thought. Fast food, ready meal, quick fix, instant credit: they rarely deliver lasting satisfaction or do so whilst extracting some other, less obvious, cost. Don’t just look at the glossy, appealing, exterior it looks like that for a reason!

Get real. Take responsibility for your actions and your life…they rarely doing anything that isn’t hugely beneficial for them and it is often done without any conscience of the impact it can have on your life. If change starts with you it can affect your family, impact a community and by working together the message that we can achieve so much more together will spread.    

Ontonix – Complexity Management & Business Risk Management


The rapid increase of turbulence of the global economy is becoming a major concern of the 21-st century. In a turbulent economy highly complex processes and organizations are difficult to manage and are inherently fragile. Therefore, high complexity becomes the main enemy of business stability and sustainability.  Furthermore, excessively complex businesses are less competitive, more vulnerable in the face of extreme events and turbulence and less  profitable. Consequently, complexity must be reduced.

We have the means to do it.

via Ontonix – Complex Systems Management, Business Risk Management.

Can Simulation Technology Really Help Companies Do Business?


A great quote from our Corporate blog “Simulation is useful but only in very specific cases and, evidently, only in the right hands. Simulation needs models and models are full of assumptions.” If only more people in the financial sector understood – or would admit to – the failings that brought us to where we are right now in economic terms!

…why are simulation techniques successful sometimes (mainly in specific, scientific/engineering applications) but not when it comes to the economy, business or traffic systems? Life and the economy are turbulent and irrational. Our modeling and simulation techniques reflect old ways of thinking and fall flat on their faces when it comes to dealing with reality. We cannot just automate old ways of thinking hoping that in virtue of abundant teraflops things will simply work out fine. Some things just cannot be modelled. Take for example risk.

There is a fundamental principle – the Principle of Incompatibility – which states that as complexity increases, precision and relevance become mutually exclusive. In other words, as things get complex (and they seem to be) your statements about it become less and less precise. This means that as something becomes highly complex you can forget building models. You need to change strategy. A new approach is needed. You must change direction. Large consulting firms claim otherwise.

via Ontonix – Complex Systems Management, Business Risk Management.