Our lessons learned change over time, and we evolve with them. Keeping up with recurring problems of our time motivates a high readiness to fix what is broken. We stand up for our opinions, stand out as blockers for waste, and stay committed to getting organizations self-propelled.
The need for more requisite organizations
Leaders earn the right to have an organization with a sound managerial culture, where people’s applied capabilities match the roles they uphold. A requisite organization fosters innovation, people centricity, and accountability, bringing outstanding effectiveness and profitability to all organizations.
The only Complete Managerial System available
The principles are based on decades of research and represent the only system to cover the ecosystem of an entire enterprise to a one-man-shop. Without a proper managerial system, no organization can operate effectively.
Proven and stable
The overuse of unproven, risky, and unscalable models for organizing entire businesses is why we are eager to share knowledge on how to structure all organizations in the best possible way and make it an effective management tool.
To little focus on defining the problem
The overwhelming focus on execution has resulted in less analysis. Instead, instructions flow into organizations without the necessary work breakdown. It risks starting a cascade of unnecessary projects and incorrect interpretation of objectives. Our quest is to help organizations implement more analytic routines that reduce waste produced by too much just-do-it-oriented culture. Think first, then act.
Too many broken systems
Many managerial systems don’t run at full speed— strategies, business models, and mainstream operational functions do not connect. The lack of a systemized approach to managerial work that encompasses all necessary aspects and resources to achieve strategic aims has made us experts on such issues. We use the Fluid Work Structure to approach these problems.
”We can all agree that it is good to be innovative, creative and successful. The question is how to create the conditions to make it possible to be so?”
Phd Elliot Jaques, Requisite Organization and Stratified System Theory
Making the world a better place
It’s time to change to a more sustainable way of working, producing, and living. We think it’s critical for all organizations to quickly find an economically sustainable way to change what must be changed. Coordinated actions can build a robust and sustainable plan. Many organizations do tremendous work, but we can do more.
UN Global Goals for Sustainable Development
Being sustainable isn’t just about cutting emissions. It’s also creating the right working conditions or gender equality. We use the UN Goals for Sustainable Development to guide our work and as part of our framework for viable solutions.
The strategy tool is misunderstood
The meaning of strategies has become more related to importance than their actual function in management. Another issue is that traditional strategy work tends to exclude making it feasible and handling organizational adjustments, which is why it can surprise leaders when it comes to execution.
Reclaim executive leadership
We help clients reclaim executive leadership and make strategy a part of a foundation to place fluid plans on top. Together with a 4-tempo operations model, it gives fewer strategic gaps and creates outstanding operational value with executable and doable operational action plans in a data-driven manner.
Don’t follow the rest
Creating enterprise value for shareholders, customers, and society is at the heart of strategy realization. The literature review on effective strategy execution indicates that there is still room for improvement.
Unsuccessful at executing strategic initiatives
Corporate strategy is never implemented
Strategies’ potential value is realized
Digital platforms are changing the world
The world is transitioning from a closed systems landscape to an open systems environment where connectivity and open source are key features. We are moving towards a future where everything in our surrounding ecosystems is connected and can interact. This change opens up new possibilities in all fields.
A combination of hardware and software
Products and services are neither physical nor digital in this connected environment. They use a combination of hardware and software, which enriches their capabilities. The fast development of new technologies allows us to do new things every day. It implies that the amount of produced and accessible data is rapidly increasing.
The fast development of connectivity solutions, such as 5G, will give us more and more access to vast amounts of digital data. From the data, we can understand the state and needs of the environment, the products, their users, and much more.
Digitalization is about business, not technology
We often meet companies that are struggling to manage digitalization. They are often stuck in a technology dilemma. Nothing could be more wrong. The successful approach is to understand the nature of your business in a new digital context. It will give you an epiphany and teach you that it is primarily a business problem. In the end, the easiest part will turn out to be the tech.
Get your head around the use case and act like a startup
To approach digitalization, we experience it’s better to act like a startup with more ”design-test-learn-improve procedures” instead of” enterprise-wide role out.” Start with a small-scale minimum viable product/solution and scale up when you know what you need. Mark our words, it’s not worth pursuing an IT initiative without a clear business case intimately linked to the purpose of creating customer value.
Default to platforms
Platforms make building a digital business more reliable, faster, and more manageable. It will take away the underlying complexity and is the way forward. Platforms function as a foundation for both business and technology.
The future holds possibilities your organization should exploit
Organizations we advise always think about the future and often put great effort into costly work to explore it, but wrongly conclude that it’s pointless to work into the future given all its uncertainty. Instead, they turn to super-agile, short-sighted work that slowly dilutes the strategic foundation of the company. Or decide to use a fixed version of the future to get around the dynamics that the future brings.
Getting value out of visions
There is a lack of established frameworks to transition from visions to a controlled release of executive power. It’s also limited knowledge of robust organization design that generates growth through innovation. Therefore, at the heart of our solutions lies the ambition to make all organizations operate at full potential in a more sustainable and self-sustained way.
Fluid plans on a strategic foundation
Fluid plans on a solid strategic foundation beat almost everything. It gives an agile approach to managing companies, focusing more on the guiding purpose than the exact representation of the future. Everyone knows that all plans fail when they meet reality, fluid plans don’t.
Futuristic Thinking meets Stratified Systems Theory
We share the Future Today Institute view on timespans and procedures to make projections into the future. Futuristic Thinking connects perfectly with Requisite Organization and the Stratified Systems Theory. It shows how important it is not to be afraid of the unknown and instead venture into the future with great confidence.