Training Systemic Thinking

In the contemporary business landscape, characterized by growing interconnection and dynamism, organizations are facing increasingly complex challenges. Traditional thought models, often based on linear cause-and-effect logic, prove inadequate to understand and manage the intricate nature of these systems. Systems thinking emerges as a more effective approach, offering a lens through which to analyze the interrelationships and dynamics that shape an organization’s success and resilience. This article aims to explore systems thinking and its application to business strategy, with a specific focus on the external and internal systems that constitute the architecture of an enterprise.

Deconstructing Systems Thinking: A Clear and Accessible Definition

Systems thinking can be defined as a holistic approach to analysis that focuses on how the constituent parts of a system are interdependent and how systems function over time and within the context of larger systems.¹ Instead of considering individual elements in isolation, systems thinking looks at the system as a whole and the relationships between its components. This approach contrasts with traditional analytical thinking, which often breaks systems down into their distinct elements to study them.¹

A key feature of systems thinking is the shift from a linear view of causality to an understanding of interconnections and circular relationships.³ In a system, each element is interconnected because its existence depends on, is caused by, or causes something else.³ This perspective recognizes that linear logics are often inadequate tools for dealing with complexity, instead favoring circular thinking that takes into account feedback and interdependencies.⁴ Systems thinking is not simply a problem-solving tool, but an essential mental model for dealing with the complexities of modern work and life.²

A crucial aspect is the ability to see the big picture and understand the context in which a system operates.¹ Systems thinkers view problems as parts of a whole, rather than isolating them into separate components.² They are experts at identifying interconnected elements and understanding how their interdependencies affect the overall outcome.² Furthermore, systems thinking recognizes the dynamic nature of systems, where there are always moving flows between elements and where change is a constant.¹

Since everything is interconnected, systemic thinking requires observing the balancing or reinforcing effects that a given event generates, or knowing how to identify flows and feedback.² Feedback loops can be complex and influence the behavior of a system over time.² Causality, in this context, is the ability to decipher how things affect each other within a system, often in unexpected ways.² Finally, systems thinking involves the ability to identify leverage points, or opportunities where a small adjustment can produce large changes within the system.²

The External Ecosystem: Identifying and Strategizing Within External Systems

External systems include all elements outside the organization that can influence its performance and strategies.⁵ The organizational environment includes a wide range of factors ranging from economics to politics, from culture to technology, from competition to regulations.

• Examples of External Systems and Their Impact on Organizations:

• Economic Environment: Factors such as economic growth, inflation, exchange rates and consumer purchasing power play a crucial role.⁶ Companies must consider the risks and opportunities arising from economic changes and adapt their operations accordingly.⁹
• Political and Legal Environment: Government policies, trade regulations, political stability and legal frameworks profoundly influence business strategies.⁶ For example, smoking regulations have had a direct impact on tobacco industry revenues.⁹
• Socio-Cultural Environment: Changing demographics, lifestyle trends, cultural values ​​and social norms shape consumer preferences and market dynamics.⁶ The growing preference for remote working over office working is an example of a social factor impacting companies.¹⁰
• Technological Environment: Technological advances, innovation rates, and the adoption of new technologies are powerful external forces.⁶ Technology can influence operations, production, and the development of new products or services.⁶
• Competitive Environment: The intensity of rivalry among existing firms, the threat of new entrants, the bargaining power of buyers and suppliers, and the threat of substitute products define the competitive landscape.⁸ Porter’s Five Forces model is a key tool for analyzing this environment, identifying the competitive forces that determine the attractiveness of an industry.⁸ These forces include the bargaining power of suppliers, the bargaining power of customers, the threat of substitute products, the threat of new entrants, and rivalry among existing firms.¹⁴
• Regulatory Environment: Industry-specific regulations and compliance requirements impose constraints and opportunities on organizations.¹⁰ Companies that fail to adapt to regulatory changes risk operational disruptions, reputational damage and legal sanctions.¹⁸
• Market Environment: Market size, growth rate, trends and customer preferences are crucial external factors.⁵ Understanding the size and growth of the market is essential for making informed decisions.⁷
• Stakeholder Environment: Customers, suppliers, competitors, employees, investors and the broader community are all external stakeholders with which an organization interacts.⁸ It is crucial to evaluate the internal and external factors of customer satisfaction, environment, worker health and safety, consumer health and data security.¹¹
• Strategies for Integration with External Systems: Case Study:

• Horizontal Integration: This strategy occurs when a company merges with or acquires another company operating in the same industry and at the same stage of the supply chain, with the goal of increasing market share and reducing competition.¹⁹ A case in point is Facebook’s (now Meta) acquisition of Instagram in 2012.¹⁹
• Vertical Integration: This approach aims to improve control over production, quality and distribution processes through the acquisition or control of companies at different stages of the supply chain.¹⁹ Apple is an excellent example of vertical integration, as it controls the production and management of its App Store.¹⁹
• Exploitation of Technological Platforms for Integration: Using ERP systems, CRM platforms and integration software allows you to connect internal operations with external partners and systems.¹⁹ Salesforce’s acquisition of Slack Technologies in 2020 is an example of a strategic move to integrate Salesforce’s CRM platform with Slack’s messaging and productivity software.¹⁹ ERP systems like SAP handle several business functions, from inventory management to customer orders, human resources and financial reporting.²² Integration with customer HRIS solutions can automate user provisioning.²⁴
• Supply Chain Integration: This process unifies all functions and activities within the supply chain to improve visibility and streamline processes.²¹ Amazon’s fulfillment centers, fully optimized with advanced technologies and algorithms, enable fast order processing and delivery.²⁹ Walmart’s efficient supply chain management is another example of operational excellence.²⁹
• Strategic Partnerships and Alliances: Collaboration with other companies can open new avenues for growth and innovation, allowing you to expand reach, share resources and improve market offerings.²¹ The partnership between John Deere and NVIDIA has led to the creation of innovative agricultural machinery powered by artificial intelligence.³¹ The collaboration between Walmart and Microsoft supports Walmart’s digital transformation efforts.³¹
• Strategies for Influencing External Systems: Case Study:

• Adaptation to Market Trends: Monitoring market changes and adjusting business strategies to meet consumers’ evolving needs and preferences is critical.³⁰ Netflix’s shift from DVD rental to streaming is an example of adapting to a significant shift in consumer behavior.³³ Apple constantly demonstrates its ability to innovate and adapt to changing market demands.³³
• Response to Regulatory Changes: Anticipating and adapting to new regulations ensures compliance and can even create a competitive advantage.¹⁸ Financial technology companies have leveraged open banking regulations to create customer-centric financial services.¹⁸
• Leveraging Technological Advances: Adopting new technologies can improve efficiency, create new products or services, and maintain competitiveness.³³ The use of artificial intelligence and automation in Amazon’s fulfillment centers is a clear example of this.²⁹
• Building Resilient Business Models: Developing business models that can withstand economic downturns and market shifts is essential for long-term survival.³⁸ Companies with subscription-based revenue models like Netflix and Spotify demonstrate resilience.³⁸ Companies that diversify their revenue streams, like Amazon, are also more resistant to market fluctuations.³⁸
• Engagement with Policymakers and Industry Leaders: Influencing political direction and staying informed about regulatory changes can help companies prepare and adapt proactively.¹⁸

Table: Porter’s Five Forces Model

Competitive Strength	Description	Examples of Impact on Organizations
Rivalry between existing businesses	Intensity of competition among companies already present in the sector.	Price wars, increased ad spend, faster product innovation.
Threat of new entrants	Ease or difficulty with which new companies can enter the market.	Increased competition, reduced prices, need for greater investments to maintain market share.
Threat of substitute products	Availability of alternative products or services that meet the same customer needs.	Limitation of maximum practicable prices, need for product differentiation.
Bargaining power of buyers	Ability of customers to influence prices and sales conditions.	Request for lower prices, higher quality, additional services.
Bargaining power of suppliers	Ability of suppliers to influence prices and quality of inputs.	Increase in raw material costs, reduction in input quality, less favorable supply conditions.

Internal Architecture: Structuring Effective Internal Systems

Internal systems are the policies, procedures and processes that operate within an organization to enable it to function effectively and achieve its objectives.⁵² These systems govern how work is done, decisions are made, and resources are used.⁵³

• Definition and Explanation of Internal Systems in Organizations:

• Internal processes, also known as business processes or systems, form the backbone of a company and enable it to function properly to produce goods or services efficiently.⁵⁷ A management system is a set of rules and procedures that an organization can apply in order to achieve defined objectives.⁵³
• Internal systems help to define rules and procedures useful for pursuing an improvement objective, to implement them and to periodically re-analyse them for the purpose of continuous improvement.⁵³ Internal controls are critical to maintaining trust and confidence in a company’s operations and financial reporting.⁶⁰ They provide a framework for detecting and preventing errors, fraud and inefficiencies, reducing the risk of financial loss and legal exposure.⁶⁰
• There are different types of internal processes:

• Operational Processes: The daily actions an organization takes internally to create quality products or services for customers.⁶¹
• Customer Management Processes: Any program that assists an organization in providing assistance and advice to customers who purchase or use its products.⁶¹
• Regulatory Processes: Internal processes aimed at ensuring compliance with important regulatory requirements.⁶¹
• Innovation Processes: Processes aimed at helping an organization reach new markets, creating alternative products or introducing a new line of services.⁶¹

• The organizational structure defines the hierarchical relationships, responsibilities and information flow within the organization.⁵⁴ The definition of the organizational structure consists in identifying the methods of division of labor and in implementing the right degree of coordination of activities.⁵⁶
• Information systems play a crucial role in collecting, processing and disseminating data to support decision making.⁶³ The information system is made up of various elements that interact with each other and make information relating to the company’s activities available.⁶³
• The “Clock-Builders” vs. Analogy “Time-Tellers”: Building Lasting Organizations:

• Jim Collins, in his book “Built to Last”, introduces the analogy between “time-tellers” and “clock-builders” to distinguish visionary companies from simply successful ones.⁶⁵ A “time-teller” is like a charismatic person with a great idea, while a “clock-builder” focuses on creating a robust, sustainable organization that can thrive beyond the presence of a single leader or specific idea.⁶⁵
• Collins compares a “time-teller” to a person who can tell the time by looking at the sun, and a “clock-builder” to someone who builds a clock that can keep time forever.⁶⁵ The truly great entrepreneurs are “clock builders” who build a culture of “we”, of people capable of doing extraordinary things, a culture that surpasses them.⁶⁹ Enduring greatness requires building a clock—that is, creating a company that can thrive well beyond the presence of a single leader and through multiple product life cycles.⁶⁵
• Visionary companies often don’t start with a single great idea, but rather build an organization that can generate many great ideas over time.⁶⁵ Out of 18 visionary companies studied in “Built to Last,” only three had a specific product or service in mind at the start.⁷⁵ The focus then shifts to building systems, processes and a strong culture that embodies core values.⁶⁷ To leave a lasting legacy, you need to build a system that can be great beyond a single leader or a big idea, create catalytic mechanisms, and manage for the quarter century.⁶⁸
• Examples of Companies Renowned for Effective Internal Systems:

• Companies Mentioned in “Built to Last” as “Clock-Builders”: 3M, American Express, Boeing, Citigroup, Disney, Ford, General Electric,…source Merck, Motorola, Nordstrom, Philip Morris (Altria), Procter & Gamble, Sony, Wal-Mart.⁶⁶ For example, 3M’s culture of innovation encourages employees to spend 15% of their time on projects that interest them.⁷⁰ Ford initially focused on democratizing the automobile through efficient manufacturing systems.⁶⁶ Disney has demonstrated the ability to reinvent itself and go through multiple product cycles.⁷⁷
• Companies Known for Operational Excellence: Toyota with its Toyota Production System (TPS), focused on continuous improvement and reducing waste.²⁹ Amazon, with its highly optimized fulfillment centers and supply chain.²⁹ Starbucks, with its standardized processes and employee training.²⁹ General Electric, with the implementation of Six Sigma.⁴⁷
• Companies with a Strong Internal Culture: Facebook, LEGO, Airbnb, Netflix, BMW, IKEA, Adobe are known for their unique and effective internal cultures.⁸⁰
• Companies with Effective Performance Management Systems: Deloitte, Adobe, Accenture, Microsoft, Netflix, Google, Uber are recognized for their focus on coaching, development and continuous feedback.⁸¹
• Companies Recognized for Ethical Practices: Accenture, Ecolab, Salesforce are highlighted for their commitment to ethical sourcing, governance and social impact.⁸²
• Companies with Solid Human Resource Management Practices: FedEx, Prudential, Eastman Chemical Company, Wegmans are known for their focus on employee well-being, development and engagement.⁸⁴

Synthesizing Systems Thinking, External and Internal Systems for Strategic Success

Systems thinking provides a conceptual framework for understanding the interaction between an organization’s external and internal systems. An effective strategy involves aligning internal capabilities and systems with the opportunities and constraints presented by the external environment. A systems perspective allows organizations to anticipate the impact of changes in one part of the system (internal or external) on other parts. Feedback loops between internal actions and external responses are essential to refining the strategy over time. Companies that build internal agility to quickly respond to market trends demonstrate how integrating understanding of external and internal systems can lead to strategic advantage.

Conclusion: Building Resilient Strategies Through a Systems Lens

Systems thinking, with its emphasis on interconnectedness and complex dynamics, offers a powerful approach to addressing strategic challenges in today’s business environment. In-depth understanding of external systems, ranging from the competitive to the regulatory environment, enables organizations to identify opportunities and mitigate risks. In parallel, structuring effective internal systems, inspired by the clock-builders philosophy, creates the foundation for robust strategic execution and sustainable growth. In an increasingly complex and interdependent world, adopting a systems perspective is not only desirable, but a strategic imperative for organizations seeking long-term success and resilience.