Lessons from Nature:: Ecological Thinking for Business Transformation

Most people in business subscribe to an outdated world view, a perception of reality inadequate for dealing with the volatile and globally interconnected business world.  What is required for the health and vitality of our businesses and economies is a radical shift in our perceptions, our thinking and our business behaviour.  We are witnessing a change in business paradigm from one suited for the industrial era to one suited for the interconnected era [Digital Age].

At the core of this paradigm shift is a perception shift from ‘seperatedness’ to ‘interconnectedness’


via Ecological Thinking for Business Transformation « The Nature of Business.

"Complexity itself has become the problem": Consultant-News.com

If we are to (re)build financial resilience then it can only be done with a greater understanding of what makes a system fragile. So, I am delighted that more and more Consultancies are promoting the “complexity message”.

Although, as I have journeyed deeper into the subject, it has become clear that most of what is written about complexity theory is dense, academic and/or expensive. On the other hand, I often read or listen to consultants, ‘experts’ and media people who proffer ludicrously simplistic ‘solutions’ to complex predicaments, often without the ability to offer a clear, concise or measurable definition of complexity…not the best starting point IF considering engaging a Consultant!!!

Since it seems most people would prefer things to be simple, these ‘experts’ always seem to have an uncritical audience.  I can’t comment upon the competence of any of these firms but, I CAN say that the Ontonix approach offers a radically different and transparent solution*. Read more of this post

How it IS not how it WAS, or how you thought it was…

“When it comes to epidemics of disease, financial crises, political revolutions, social movements, and dangerous ideas, we are all connected by short chains of influence. It doesn’t matter if you know about them, and it doesn’t matter if you care, they will have their effect anyway. To misunderstand this is to misunderstand the first great lesson of the connected age: we may all have our own burdens, but like it or not, we must bear each other’s burdens as well”

Duncan Watts, Six Degrees: The Science of a Connected Age

When I have the time I hope to sit down and prepare a presentation based around how a “post critical society” may look but I suspect it will frighten a lot of people and cast me as some kind of prophet of doom. That really isn’t me!

But I can see how we might arrive there unless people (you and me) start taking responsibility.

Read more of this post

Manage complexity and add 5% to earnings! OK, so don’t take my word for it…

…80 year old Global Consultancy firm AT Kearney (ATK) say so. ATK appear to have a better understanding of complexity than most. So, I will happily let them tell you that, even by  using the methodology they outline below, they claim that managing complexity will add up to 5% to earnings.

I hope that’s got your attention!? Because it gets even better.


WE BELIEVE THEM but can’t help but wonder how much more could be achieved if their means of calculation didn’t sound like a question for contestants in a Mensa “Brain of the Year” IQ competition! The process sounds pretty daunting and has all the potential to be a source of complexity in itself.

What they need is a means to measure complexity utilising the type of data that any well-run corporation collate as a matter of course. So that the measurement and management of complexity is an ongoing process NOT one of the jobs that the CFO or his/her staff dread.

There is only one company that can deliver that type of capability.

If ATK have such confidence in adding (up to) 5% to earnings as a result of a protracted, consultative, (qualitative/subjective) process – where the “observer”, inevitably, affects outcomes – imagine what could be achieved by undertaking a 100% quantitative (objective) assessment,  using data currently generated by the enterprise!

“Risk Leaders” are those who recognise the competitive advantage to be gained by managing complexity: in existing operations (improving operational effectiveness); asset management; designing new processes; mapping & monitoring interdependencies; creating new products; internal risk and credit management; IT systems management; assessing Mergers & Acquisitions; managing supply chain risks, etc. Read more of this post