The Food and Agriculture Organisation of the United Nations, FAO, has recently published its vision document Future of Food and Agriculture. Trends and Challenges.
The article shows a sharp eye for the flaws of Holacracy, or rather of the way Holacracy as a model for designing and running businesses has been implemented. The way Holacracy is known to generate problems when applied with a wider scope than the mere team scope. Implementing management and organisational principles like holacratic principles and having to abandon those within a couple of months of years after deep conflicts were created and the effectiveness of the business was put in jeopardy is treating your staff, your stakeholders and funders as guinea pigs.
Systems thinking is a versatile tool for the analysis and design of businesses operating in environments where the outcomes of actions and the results of strategic choice are highly unpredictable. This article shows how system thinking as a tool was used to address a practical question: “What do we have to do, with our stakeholders or all together, to achieve 100% responsible soy products for food, feed and other applications into and inside Europe by 2020?”. This was the leading question of a 4-day expert event realised in 2016, which convened over 30 experts from business, the public sector and civil society to find answers to the leading question. Continue reading
Dialogue for better societies
How can knowledge and and dialogue contribute to better functioning systems in our societies? This was the leading question I recently delivered the presentation “The Model in the Middle” at Metaphorum 2016. Better functioning systems refer to, for example, industries that develop their business models that produce responsibly, treat workers fairly, and that take a conscious and non-mutilating approach to their environmental and social environments. But they also refer to governments that create better conditions for health, education, poverty reduction, etc. And also to better functioning sales departments or marriages, for that matter. Continue reading
These are challenging times. Many companies, professionals and workers experience that the world around them is changing faster that it used to be. That clients, markets, technologies change their behaviour in unexpected directions, turning into new phenomena and pushing others — brands that we grew up with, employment conditions we were used to — to oblivion. To cope with the change, to not become obsolete as a business or as a professional, we have to be smarter and more effective in looking ahead. In knowing what new curve to jump on, to see change coming before it hits us. Continue reading