What lessons can organisational culture take from nature? :: Guardian


This isn’t the first time that I have highlighted articles or gone on about the need for us to learn “lessons from nature” and to apply them to our business organisations. Ecological and biological systems are self-organising and interdependent…they are equipped to thrive and to survive.

For organisations to thrive in increasingly dynamic business environments, they need to connect, collaborate and synergise within diverse systems. Organisational culture provides the foundation for collaborative stakeholder engagement. Just like healthy soil, a healthy organisational culture is rich in diversity and nutrients. Organisational vision and leadership can bring unity within this diversity and a sense of direction which empowers teams to adapt to the rapidly changing business environment.

via What lessons can organisational culture take from nature? | Guardian Sustainable Business | Guardian Professional.

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The Bright Marketing Manifesto:: 23 cardinal ‘rules’ of marketing


Even if you reckon you already know about marketing a well-timed reminder never did anyone any harm…and I’ll bet it has been a while since YOU sacked any customers!

In 2007 Robert Craven published his book ‘Bright Marketing’, which focus on giving the reader straightforward advice on how to improve marketing methods. Using a number of practical how-to tools you will be able to improve the way your marketing operates and ensure that your message gets heard by the right people.

via The Bright Marketing Manifesto – The Directors’ Centre Business Club.

Europe, the Eurozone Crisis, Complexity and Systemantics


The laws of systemantics are said to be pseudo-science. Fair enough. A few of these laws are listed below. They apply to highly complex systems. Think of these laws and then think of the EU and of the Euro.

  • Le Chatelier’s Principle: Complex systems tend to oppose their own proper function. As systems grow in complexity, they tend to oppose their stated function.
  • A complex system cannot be “made” to work. It either works or it doesn’t.
  • A complex system that works is invariably found to have evolved from a simple system that works.
  • A complex system designed from scratch never works and cannot be patched up to make it work. You have to start over, beginning with a working simple system.
  • The Functional Indeterminacy Theorem (F.I.T.): In complex systems, malfunction and even total non-function may not be detectable for long periods, if ever.
  • The Fundamental Failure-Mode Theorem (F.F.T.): Complex systems usually operate in failure mode.
  • A complex system can fail in an infinite number of ways.
  • The larger the system, the greater the probability of unexpected failure.
  • As systems grow in size, they tend to lose basic functions.
  • Colossal systems foster colossal errors.

via Ontonix – Complex Systems Management, Business Risk Management.