C. Gensse PhD

Do business differently,Think systemic

The story of Expert 5A®

For curious minds

C. Gensse PhD

Do business differently,Think systemic

Many people have asked us about the origins of Expert 5A® and it’s scientific

basis.

In response to that demand, we present a short overview of the model

showing its developmental stages.

“Simplicity does not precede complexity, but follows it” Alan Perlis, pioneer in computer programming

C. Gensse PhD

Do business differently,Think systemic A NEW SYSTEMIC SCIENCE

Traditional Chinese Medicine (TCM), a Systemic science

Expert 5A®

A new way to connect economic

elements, such as:

• Product and market

• Processes and ‘pleasure of doing’

Map & Match®,

linking people to organization

agilityTo come: Smart

organizational data for HRD

To come: Adaptive

strategy for business owners

An organic model ApplicationsA business management

model

And… a formidable, ongoing intellectual adventure!

C. Gensse PhD

Do business differently,Think systemicFROM TCM TO A GENERIC SYSTEMIC MECHANISM

(1992)

Step 1

Met

abol

ic ax

is

Integration

Anabolism CatabolismRegulation

Feedback

Adaptive axis

Two dialectic relationships

Rotation

© G&A 2016

C. Gensse PhD

Do business differently,Think systemic

Integration

Anabolism Catabolism Regulation

Feedback

The Clear-sightedDecides. Sanctions,

accidentally (by chance) or by choice. Adapts.

Projects. Projects into the environment.

The Clear-sighted integrates

The VisionaryInnovates. Generates new ideas and new points of

view. Detects the constraints. Manages the

‘’singular’’.The Visionary prompts

changes

The MessengerConcretizes. Finalizes, archives, formalizes.

Gathers knowledge without generating it necessarily.

Manages the ‘’plural’’.The Messenger

preserves

The WiseAnalyses ideas and actions. Perceives

necessities. Maintains the dynamics of projects and protagonists. Screens and

filters.The Wise advises

The ConveyorInsures a proper

circulation of information, affects

and the goods. Maintains cohesion.

The Conveyor regulates

(1992-1994)

Step 2

FROM ORGANIC SYSTEMS TO THE 5 ARCHETYPES- ARCHETYPES ARE SOCIAL PROCESSES -

© G&A 2016

C. Gensse PhD

Do business differently,Think systemic BUILDING OF OUR SEMANTIC DATA BASE

Examples :PerformanceEnterprise TerritoryProjectSportsEmotionsLearning processesEconomy

Social object

(1994-ongoing)Step 3

Principle: Each social object corresponds to 5 systemic functions which then constitute a ‘’plate”

Integrative links Inter-entity links

Structural linkages

‘Plate’ and 5 functions

Semantic level in the data base

Systemicdimension

Currently includes close to 6000 items

© G&A 2016

C. Gensse PhD

Do business differently,Think systemic SOME OF THE MAIN SOCIAL LEVELS ENTERED INTO THE DATA BASE

organic

emotional

cognitive

productive

Team/Project

Enterprise

engaged

Societal

Territory

Systemic mechanism

reproduced on each social level

Successive integration of one level to

the next

Six levels fractal structure fully

described (**)

existential

TCMIndividual

Pole

CollectivePole

spiritual

Four levels fractal structure describing

human decision process

© G&A 2016

C. Gensse PhD

Do business differently,Think systemic

UNDERSTANDING THE RELATIONSHIP BETWEEN AN ORGANIZATION AND ITS INTELLIGENCES

(2001) Step 4

Principle

The first key to organization agility and creativity is to base the casting of intelligences on T5® talents. These are the talents which procure pleasure when activated, and thus act as personal growth factors. Each of us possesses on average 2 to 6 T5® talents out of 20. The second key is to respect the systemic process which must prevail in all organizations aiming for efficiency.

Value creation axis

Intelligences Processes

Feedback

Pilotage

Regulation

Adaptation axis

Coherence

The ‘’Taylorism’’ model of management is no longer viable in today’s world. Developed countries are undergoing a major change, moving to knowledge based economy. A parenthesis in the history of labour is closing! As a result, the relationship between (wo)men and work organization is profoundly transformed. The relationship is back to a natural dialectic link between organization processes and whole intelligences (versus hierarchy and fractionated intelligences, in which individuals lose their singular integrity).

© G&A 2016

C. Gensse PhD

Do business differently,Think systemic

DISCOVERY OF THE FRACTAL NATURE OF BUSINESS ORGANIZATIONS

ENT

HR

MKT

© G&A

IS RH

VALUE CREATION(process engagement)

MOBILITE

TALENTS REVIEW

HR STRATEGY

INDIVIDUAL5S)

TALENTS ACQUISITION

PILOTAGE RH

© G&A, 2016

COHERENCE BETWEEN :•TALENT AND CARRIER•TALENTS AND ORGANIZATION

HR Quality

Development Production

Piloting

Regulation

Feedback

Fractal : when a same growth process is being reproduced on different levels

Above

Below

Principle: Each level functions according to the same systemic mechanism as the level above or the level below.Example :

(n-1) = ‘’regulation’’(n-2) = HR(n-3) = HR systemic processes

(n-1

(n-2)

(n-3)

(2003-ongoing)Step 5

C. Gensse PhD

Do business differently,Think systemic EXPERT 5A® TO DATE…

FOUR (4) MANAGEMENT TOOLS

1. Strategic positioning determination2. Structuring (processes & responsibilities)3. Positions casting 4. Collective intelligences

A FIRST SOFTWARE

• Map & Match, linking people to organization agility

SEVERAL BOOKS

• See on Amazon

ONGOING R&D