A practical method for managing organizations as networks.

Systems thinking

See the company as interdependent components designed to achieve a shared goal.

• ->Map dependencies
• ->Clarify the goal
• ->Act on the whole

Deming

Understand variation, learning and leadership responsibility for the system.

• ->Study variation
• ->Improve the system
• ->Remove fear and blame

Theory of Constraints

Find the leverage point that governs system performance and synchronize around it.

• ->Identify the constraint
• ->Subordinate local priorities
• ->Elevate performance

Decalogue methodology

Apply an integrated sequence for diagnosing, designing and improving the organization.

• ->Diagnose
• ->Design
• ->Implement

Network of Projects

Represent transformation as connected projects, competencies, constraints and dependencies.

• ->Strategy connected to work
• ->Competencies visible
• ->Dependencies managed

Critical Chain Project Management

Protect flow by planning around constraints, buffers and realistic resource synchronization.

• ->Portfolio focus
• ->Buffer protection
• ->Reliable delivery

Flow-based management

Shift attention from local busyness to throughput, lead time, reliability and cash generation.

• ->Reduce queues
• ->Shorten lead time
• ->Improve cash generation