Total effectiveness requires managing things in their ENTIRETY. Rather than optimising individual parts, it is the continuous removal of the weakest links that matters. The capacity of a system is equal to the capacity of its bottlenecks, as Eliyahu Goldratt so aptly put it. Negative feedback loops can be avoided through careful scaling and matching of projects and initiatives, as well as the right pacing and timing. In fact, less is often more: aim for the “point of sufficiency”―good enough. But good!

Successful delivery of project or initiative outcomes is a necessary condition. However, this is not sufficient. In order to become embedded, the parallel DEVELOPMENT of skills and capacities is required at the individual, team, organisational and, increasingly, ecosystem levels. This can be achieved through a proactive, strategic and modular development curriculum (exemplified in the Academy) alongside project work in the form of “proportionate investment”, as advocated by Eric Ries in The Lean Startup.

In the face of our immense long-term sustainability and, increasingly, security challenges, we must consciously commit to finding viable solutions for the many stakeholders involved. A philosophy based on constructive MUTUALISM seeks to resolve polarities through meaningful and measured reciprocity. This will help us achieve at least minimal unity for a secure, sustainable and equitable future.

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