Can Complexity Thinking Fix Capitalism?


See on Scoop.itComplexity & Resilience

Can Complexity Thinking Advance Management and Fix Capitalism?

David G Wilson‘s insight:

“An intense effort at regulating the banks has side-stepped the root cause—a lack of transparency—and instead has tried to build fences around the problem. But fences won’t help in the case of a global financial meltdown: the amounts of money involved are just too large. If we want to avoid an even larger meltdown in future, the only solution is to have transparency on what the banks are up to. It’s possible that complexity thinkers like Mark Buchanan may be able to help devise mechanisms that constitute a step towards the needed transparency. But the key requirement here is political will to insist on transparency, not the modelling of complexity science”

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See on www.forbes.com

Don’t Let Complexity Kill Your Sales Model – Forbes


I’ve tried BUT, grudgingly, accepted that you just can’t show people – who are blinded by their own self-importance, ignorance or whose vision is impaired by the blinkers of an engrained belief-system – stuff that they just don’t want to see!

When things start to head in the wrong direction ‘they’ are the one’s fastest to seek to apportion blame. Whether it is the “market”, the competition, the supply chain, a division, team  or specific individual there has always got to be someone or something to point at to deflect criticism away from them. Strangely this brand of leader are never so quick to acknowledge the impact of factors, often outwith their scope of control, when they add up to success!

These people are business leaders in name or position but NOT in nature. They are able to perpetuate what they have learnt but at the expense of what they should know. They have spent so long reaping the rewards of manipulating systems – to sustain the financial returns the model DEMANDS – that they have become so obsessed with the golden eggs, they forgot to feed the goose!

Business customers increasingly want their vendors to have real expertise in their specific industry or function, such as finance or marketing. They expect vendors to help solve business problems…

via Don’t Let Complexity Kill Your Sales Model – Forbes.

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Survival?:: distinguish between opportunities and threats


Benoit Mandelbrot introduced us to the world of fractals and, low-and-behold, it transpires that, when it comes to dealing with complex systems such as the human body, the smaller the scale of our investigation the closer we get to the root cause of a problem. Our success-rate when it comes to dealing with diseases that, unseen, attack and erode the system from within, has increased exponentially.

Why, then, does the “business world” chose to ignore such lessons? Preferring instead to try to estimate what the future might hold based upon a fuzzy image of the present and a black & white image of the past. Our technology has evolved whilst much our thinking is mired in a, now past, era.

Whether you believe that business is war (and vice versa) or not you cannot help but be aware that it is the same in the Animal Kingdom as it is in business: those who would do you harm have evolved camouflage that enables them to merge into their surroundings and get as close to their intended victim as they can.

If your vision or other senses are impaired or the predator uses the environment to their advantage you are easy prey…THINK ABOUT IT AND ACT!!! Lose the blinkers.

Question what you know, how you know it, who you trust, their motives, the basis of their knowledge. If they can’t provide you with a High Definition image of that which you seek to observe, you may have been fooled their camouflage OR be sleepwalking toward oblivion with your only comfort being that you will be far from alone!

Ontonix don’t do sleepwalking: Rate-A-Business

How can you become a reframer and continuously practice mental model innovation? As Nooyi and Immelt did, you first need to change the lens through which you observe and interpret the business world — a world that’s getting increasingly complex. To use a metaphor from photography, you can’t capture nor appreciate the full richness and complexity of the physical world if you only take snapshots using a still camera with a fixed 2D lens — and do it only during the daytime. Rather, you need to train your mind to act as a sophisticated “mental camera”…

See Innovation Opportunities with an Upgraded Mental Camera – Navi Radjou, Jaideep Prabhu, Prasad Kaipa, Simone Ahuja – Harvard Business Review.

Ontonix:: WE have every reason to advocate transparency


The Ontonix ‘Corporate Mission’ is clear and there is no better starting point – or time to start – on the road to building a more effective and resilient business – communities – economies – world, than RIGHT NOW!

“In the past few decades we have conceived, designed and constructed extremely complex systems and infrastructures on which our lives depend to a very large degree. The list is endless but it all comes down to…

Check out this 3 minute video from Ontonix

Conventional tools and “wisdom” are inadequate for today’s Complex systems

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Ontonix:: The 787 Dreamliner, Complexity, Systemantics And Linear Thinking


High complexity regimes is uncharted territory. While most people struggle with definitions of complexity (many still think it has to do with ants or storms of starlings) it is hitting us hard on many fronts. In the past few decades we have conceived, designed and constructed extremely complex systems and infrastructures on which our lives depend to a very large degree. The list is endless but it all comes down to huge networks, systems of systems, computers, software, information and communication, the internet, etc. Such systems are indeed very complex and yet they have been designed without taking complexity into account. This is paradoxical to say the least. Complexity is the hallmark of our times and yet complexity is not a design-attribute when it comes to putting in place sophisticated products, systems or infrastructures. Engineers should be the first to be concerned with measuring complexity and keeping it under control in any manufacturing projects, just like it happens for costs and schedules. What happens if you throw complexity under the carpet is that it will strike back in the form of guaranteed cost overruns and late delivery. The A380 and the 787 Dreamliner immediately come to mind. And then, once the product is on the market, high complexity will strike again in the form of fragility. Just think of how sophisticated financial products have run out of control and what they have done to our global economy.

Designing highly complex and sophisticated products while taking complexity into account has been described in our old blog. Today, there is a cloud-based tool for doing precisely that. Visit the Design4Resilience website.

However, it is even more shocking to discover how linear thinking still dominates our thinking and philosophy. Unfortunately this applies to many engineers too. In a recent article on the 787 battery problem we read: “…. One key question for safety investigators is how the battery’s eight individual cells became volatile even though the overall voltage to the battery was steady and didn’t exceed the 32-volt capacity, officials have said.”

The logic is the following:

  • A system is monitored by checking a certain number of parameters (hundreds, thousands).
  • If each parameter is within bounds then all is OK.
  • The worst case is when all (or many) parameters reach the end of the scale.

Ontonix – Complex Systems Management, Business Risk Management.