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REMARKABLE

We have best practices, tools and experts for virtually any area. Where are those ensuring that not only the area solutions work, but also the whole of the system or the enterprise?

More specifically, where are those best practices, tools and experts:

1.  Solving the mounting conflicts between traditional best practices1 and new best practices2?

2.  Solving the changeable (root) causes hiding behind complaints, reoccurring problems and ongoing cost-savings pressures?

3.  Bridging the highly complex communication space between organisations and between best practices?  

4.  Identifying phenomena3 in complex environments and solving them with techniques suited to these phenomena?

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1 Traditional Best Practices: Project Management, Governance, service management, etc. 

2 New Best Practices: Agile/Scrum, Semco, self-organization, etc.

3 Phenomena: Capacity bottlenecks, tipping points, butterfly effects, etc.  

 

WHAT HAPPENED WHEN THOSE QUESTIONS WERE ANSWERED?

Rather simple solutions delivered results in areas where common approaches struggled over too many obstacles. It became clearer what was going on with each experience. Eventually, thousands of pieces became a small set of fundamental pieces. These provided the guidance to identify effective steering mechanisms and solutions for today’s world.  

Question 1 became solvable from a single word. The highly  complex communication space of question 3 was bridged for 30,000 employees with a surprisingly simple solution. Even with mental health matters like ADHD and dyslexia, after official treatments had delivered insufficient results, amazing results were achieved.  

Does this sound interesting? Click here for more results and value indicators… 

 

A PREDICTION

The successful companies of the next decades have answered above questions.

More specifically: 

  Traditional or new best practices, tools or human aspects – these companies have learned to select the specific elements of best practices, tools and psychology that create value and to avoid counterproductive ones. They have made a mountain of unproductive instructions and processes obsolete through effective steering mechanisms.

  They have have bridged the communication space of question 3. It operates like a high-speed train. 

  They recognize the phenomena of question 3 as such, and apply the effective techniques for the specific phenomenon.  

  They have replaced silo solutions with integrated solutions. Within the integrated solutions, the specific elements above work as a single entity. Quite often, their costs, efforts and risks are a fraction of those of silo solutions.

  They have replaced implementing the latest trends and best practices with first identifying the executable solution framework for the situation at hand. From the solution framework, they work backward and identify the transformation path. 

There was something else, a spin-off effect: These organisations became agile at enterprise level.  

 

Does this make sense?

Feel free to contact Eugen Oetringer for more information

+31-78-644 0199 (The Netherlands) or info@comdys.com