Total effectiveness requires managing things in their ENTIRETY. It is the continuous removal of the weakest links that counts, not the optimisation of individual parts. The capacity of a system is equal to the capacity of its bottlenecks, as Eliyahu Goldratt so aptly put it. Careful scaling and matching of projects and initiatives, along with the right pace and timing, avoids negative feedback loops. In fact, less is often more: try to reach the “point of sufficiency” – good enough. But GOOD.

The successful delivery of project or initiative outcomes is a necessary condition. It is not sufficient. To become embedded, they require the parallel DEVELOPMENT of skills and capacities at the level of the individual, the team, the organisation and, increasingly, the ecosystem. This can be achieved through a proactive, strategic and modular development curriculum (see Academy), as well as in parallel with project work, in the form of “proportionate investment” along the lines of Eric Ries’ Lean Startup.

In the face of our immense long-term sustainability and, increasingly, security challenges, we need to make a conscious commitment to finding solutions that are viable for the many stakeholders involved. To this end, the philosophy of MUTUALITY seeks to resolve polarities through the exercise of reciprocity in a meaningful and measured way. To achieve at least minimal level of unity for a secure, sustainable and equitable future.

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