When we’re dealing with different interacting levels of a system, seemingly minor details can rise to the top and become important to the system as a whole. We need “Field biologists” to catalog and study detarticails and portions of our complex systems, including their failures and bugs. This kind of biological thinking not only leads to new insights, but might also be the primary way forward in a world of increasingly interconnected and incomprehensible technologies.
The PBNYC example reminds us that pilot programs are useful testing grounds, but promising experiments are unlikely to translate into large-scale successes without careful effort. Such a transformation requires shifts in strategy and tactics, matched with steadfastness in mission and values. Those interested in government innovation can learn a lot from watching PBNYC as it charts this course for participatory budgeting processes around the world.
We are a highly motivated team, focused on ensuring that every engagement meets the needs of your organization, your employees, managers, and leaders. We are passionate about financial intelligence, as each one of us believes in the core value of financial literacy — that everyone in an organization should understand how financial success is measured and how they make an impact.
Two threads run through the story of how I came to develop the field of system dynamics. First, everything I have ever done has converged on system dynamics. Second, at many critical moments, when opportunity knocked, I was willing to walk through the open door to what was on the other side.
When creating new services for clients, we very often don’t delve deep enough into the organisation that delivers the service. Service solutions are often limited to pragmatic improvements that lie directly in the customer experience, what many consider ‘the art of the possible’. But by combining classic service design and user journey mapping techniques with notation from Systems Thinking, we can go deeper into understanding WTF’s really going on inside our organisations.
The recovery has been characterized by yawning gaps between the rich, the middle, and the poor. But, as Trump’s election made clear, it has also been characterized by yawning gaps between cities, the suburbs, and rural parts of the country.