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<p>Expert 5A, </p> <p>The story of Expert 5A For curious minds </p> <p>C. Gensse PhDDo business differently,Think systemicMany people have asked us about the origins of Expert 5A and its scientific basis.</p> <p>In response to that demand, we present a short overview of the model showing its developmental stages.</p> <p>Simplicity does not precede complexity, but follows it Alan Perlis, pioneer in computer programming</p> <p>C. Gensse PhDDo business differently,Think systemicA new systemic science</p> <p>Traditional Chinese Medicine (TCM), a Systemic scienceExpert 5AA new way to connect economicelements, such as:</p> <p>Product and marketProcesses and pleasure of doing</p> <p>Map &amp; Match, linking people to organization agilityTo come: Smart organizational data for HRDTo come: Adaptive strategy for business ownersAn organic modelApplicationsA business management modelAnd a formidable, ongoing intellectual adventure!</p> <p>C. Gensse PhDDo business differently,Think systemicFrom TCM to a generic systemic mechanism(1992)Step 1Metabolic axis</p> <p>Integration</p> <p>Anabolism </p> <p>CatabolismRegulation </p> <p>FeedbackAdaptive axis Two dialectic relationshipsRotation </p> <p> G&amp;A 2016</p> <p>C. Gensse PhDDo business differently,Think systemic</p> <p>Integration</p> <p>Anabolism </p> <p>Catabolism Regulation </p> <p>Feedback</p> <p>The Clear-sighted</p> <p>Decides. Sanctions, accidentally (by chance) or by choice. Adapts. Projects. Projects into the environment.</p> <p>The Clear-sighted integratesThe Visionary</p> <p>Innovates. Generates new ideas and new points of view. Detects the constraints. Manages the singular.</p> <p>The Visionary prompts changesThe Messenger</p> <p>Concretizes. Finalizes, archives, formalizes. Gathers knowledge without generating it necessarily. Manages the plural.</p> <p>The Messenger preserves</p> <p>The Wise</p> <p>Analyses ideas and actions. Perceives necessities. Maintains the dynamics of projects and protagonists. Screens and filters.</p> <p>The Wise advisesThe Conveyor</p> <p>Insures a proper circulation of information, affects and the goods. Maintains cohesion.</p> <p>The Conveyor regulates(1992-1994)Step 2</p> <p>From organic systems to the 5 Archetypes- Archetypes are social processes - G&amp;A 2016</p> <p>C. Gensse PhDDo business differently,Think systemicBuilding of our semantic data baseExamples :PerformanceEnterprise TerritoryProjectSportsEmotionsLearning processesEconomySocial object (1994-ongoing)Step 3</p> <p>Principle: </p> <p>Each social object corresponds to 5 systemic functions which then constitute a plateIntegrative linksInter-entity linksStructural linkages</p> <p>Plate and 5 functionsSemantic level in the data baseSystemicdimensionCurrently includes close to 6000 items G&amp;A 2016</p> <p>C. Gensse PhDDo business differently,Think systemicSome of the main social levels entered into the data base</p> <p>organicemotionalcognitiveproductiveTeam/ProjectEnterprise engagedSocietalTerritory Systemic mechanismreproduced on each social levelSuccessive integration of one level to the nextSix levels fractal structure fully described (**) existentialTCM</p> <p>IndividualPole CollectivePole </p> <p>spiritualFour levels fractal structure describing human decision process </p> <p> G&amp;A 2016</p> <p>C. Gensse PhDDo business differently,Think systemicUnderstanding the relationship between an organization and its intelligences (2001)Step 4</p> <p>Principle </p> <p>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. </p> <p>The second key is to respect the systemic process which must prevail in all organizations aiming for efficiency. </p> <p>Value creation axisIntelligences ProcessesFeedbackPilotageRegulationAdaptation axisCoherenceThe Taylorism model of management is no longer viable in todays 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&amp;A 2016</p> <p>C. Gensse PhDDo business differently,Think systemicDiscovery of the fractal nature of business organizations</p> <p>ENT</p> <p>HR</p> <p>MKT</p> <p> G&amp;A</p> <p>IS RH</p> <p>VALUE CREATION(process engagement)</p> <p>MOBILITE</p> <p>Talents review</p> <p> HR Strategy</p> <p>INDIVIDUAL5S)</p> <p>Talents acquisition</p> <p>PILOTAGE RH G&amp;A, 2016COHERENCE BETWEEN :TALENT AND CARRIERTALENTS AND ORGANIZATION</p> <p>HR Quality</p> <p>DevelopmentProductionPilotingRegulationFeedback</p> <p>Fractal : when a same growth process is being reproduced on different levelsAboveBelow Principle: </p> <p>Each level functions according to the same systemic mechanism as the level above or the level below.</p> <p>Example : (n-1) = regulation(n-2) = HR(n-3) = HR systemic processes(n-1(n-2)(n-3)(2003-ongoing)Step 5</p> <p>C. Gensse PhDDo business differently,Think systemicExpert 5A to dateFour (4) management tools </p> <p>Strategic positioning determinationStructuring (processes &amp; responsibilities)Positions casting Collective intelligences </p> <p>A first software </p> <p>Map &amp; Match, linking people to organization agility</p> <p>Several Books </p> <p>See on Amazon</p> <p>Ongoing R&amp;D </p> <p>C. Gensse PhDDo business differently,Think systemic</p>