A practical method for managing organizations as networks.

A Step by Step Method Powered by Science

See the System, Take Control, Scale

Systems science and network theory have changed how we understand the world. We saw that they could also change how companies compete. When leaders see their organization as a system, they spot connections others miss. They plan, decide and execute with far more precision.

Every system has a point of leverage. Find yours, and you can drive performance to a new level and sustain growth over time. That same insight lets you build a market offer competitors can't copy, and lift performance across the whole company so you deliver on it every time.

We turned this into a structured, step-by-step method. We transfer it directly to the decision makers who have the authority and responsibility to drive real change. We call it the Decalogue.

Introducing The Decalogue

Your customers' problems are connected. When you see those connections and solve them as a whole, you change the game. When you also design how you operate and deliver around that same whole-system view, you unlock growth you can sustain. That is what the Decalogue is built to do.

The Decalogue gives companies the knowledge to run their organization systemically. It changes how people see their work and how they act on it, with the focus on interconnections and interactions rather than isolated parts.

Proven Roots, Modern Method

Systems science took shape in the mid-twentieth century. The idea of a company as a whole system, a network of interdependent parts working toward one goal, goes back to Dr. W. Edwards Deming in the 1950s. Japan took his teaching seriously and rebuilt itself from post-war devastation into a global economic force.

Knowing your company is a system is only the start. To benefit from it, you need a method and the tools to apply it. The Decalogue helps companies grow while gaining stronger performance and control across every centre of competence (marketing, sales, R&D, manufacturing, project management, finance and more). It rests on three pillars:

• Managing variation in processes and interactions
• Synchronizing processes and projects around a strategically chosen leverage point (the constraint)
• Organizing resources to capitalize on this knowledge (the Network of Projects)

Breakthrough solutions

The Decalogue is a new kind of science for organizations. It helps companies generate breakthrough solutions again and again, solutions that make sense and create real value. Because they are systemic by nature, they account for every stakeholder. A different style of management sustains them, along with a new way of structuring resources: the Network of Projects. Silos and artificial barriers fall away. Quality, Involvement and Flow rise.

The Price of Entry

As Springsteen might put it, the ride may be free, but someone still has to open the door. So what opens it?

Learning.

Knowledge builds in an orderly, cumulative and largely rational way. But questioning what we already believe is hard, both mentally and emotionally. The real work is learning to turn fragmented, siloed, separately managed activities into one coherent network of conversations aimed at a shared goal.

Why Smart Companies Stall

Cognition is the foundation of life. In people and in organizations, it covers every process by which we gain knowledge and understanding. Over many years, we have seen that every organization carries its own "cognitive constraint": mental models and assumptions that hold it back. The Decalogue gives you the knowledge and the method to surface those self-limiting assumptions and prove them wrong. It transfers a clear thinking process for mapping the route from where you are today to where you want to be. Every step on that route can be monitored, so leaders move forward with confidence.

Dr. Deming put it best: learning is not compulsory, but neither is survival. Human life is a continuous act of learning, and no meaningful change happens without it.