2019 saw a record number of CEO departures, what is really contaminating the chair?

Emergent - Systemic Intelligence - Mieke Jacobs - Paul Zonneveld

“The revolving door of management change is spinning fast in the U.K. and U.S. Why are so many CEOs stepping down?”
This is something that Shares magazine recently noted. Board seats, CEO and executive positions, and strategic roles are being filled four or five times in a short time span. Executive search partners are scratching their heads, trying to find the next promising candidate. We need to understand what is really ‘contaminating’ the chair, in order to interrupt this repetitive cycle.

3 views:

  2. Nobody can leave the system unnoticed
  3. A specific place in the system can only be occupied by one person
  4. It was an artificially created seat in the first place. A special assignment – once created and continuously refilled – will lead to unintended consequences later

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Source: Global Franchise Magazine.com

As M&A activity crashes under COVID-19, best practice tips in the current crisis

Emergent - Systemic Intelligence - Mieke Jacobs - Paul Zonneveld

The COVID-19 pandemic has had a disastrous impact on global merger and acquisition (M&A) activity as deal after deal has been put on hold.

The latest figures from data and analytics firm GlobalData reveal that transaction activity in the first quarter of this year was down 26% on the same quarter in 2019. with the crisis already starting to have an impact on deal levels as early as March. The total number of transactions here came in at 1,984, down from 2,339 the month before. The corresponding deal value also dropped from $151.2 billion to $129.9 billion.

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Source: diginomica.com

Recognize that creativity problems can have deep roots

Emergent - Systemic Intelligence - Mieke Jacobs - Paul Zonneveld

‘Just like individuals, organizational systems have an innate capacity for renewal and innovation,’ says Mieke Jacobs, a transformational facilitator, expert in systemic intelligence and co-author of EMERGENT. ‘But creating the right environment to foster creativity, idea generation and bottom-up improvement requires employees to be engaged and feel safe to fail.’

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Source: forbes.com

The Cynefin Framework

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The Cynefin Framework is central to Cognitive Edge methods and tools. It allows executives to see things from new viewpoints, assimilate complex concepts, and address real-world problems and opportunities. Using the Cynefin framework can help executives sense which context they are in so that they can not only make better decisions but also avoid the problems that arise when their preferred management style causes them to make mistakes.

Firms with strong DNA tend to have a strong immune system

Emergent - Systemic Intelligence - Mieke Jacobs - Paul Zonneveld

7 april 2020 Work Place Insight
Firms with strong DNA tend to have a strong immune system.
Mergers & acquisitions should always lead to a cultural identity shift. To do that well there is a need to really get to know the underlying identity of the acquired organisation.
The systemic principles can be used as a lens to look at both players – the acquirer and the acquired – and understand the cultural identity and dynamics on a deeper level.

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M&As: how to make sure a loving marriage doesn’t end in divorce

Emergent - Systemic Intelligence - Mieke Jacobs - Paul Zonneveld

24 maart 2020 The People Space
M&As: how to make sure a loving marriage doesn’t end in divorce M&A integration doesn’t need to end in a crisis, there are better ways to make it a success!
Because long-standing companies might have become blind to their own systemic dynamics that prevented them igniting the innovation or transformation needed, they themselves might be the cause of the unwanted disruption. ‘What is this M&A an excuse for? Is a great question to ask yourself before to start on the M&A path.

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Source: www.thepeoplespace.com

“We used to dance; now we march”: How M&As can kill culture

Emergent - Systemic Intelligence - Mieke Jacobs - Paul Zonneveld

23 maart 2020 Management Today
If you’re not careful, you can destroy the very thing that made the acquisition valuable in the first place. Killing the culture of the acquired partner is particularly common when incumbents try to buy the innovator in their field, the disruptive competitor or the ingenious start-up. When you try to buy something that you miss or have lost along the way, and integrate them into your existing system, you risk killing the very thing you wanted to buy

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Source: www.managementtoday.co.uk

M&A: how to turn an arranged marriage into a loving one

Emergent - Systemic Intelligence - Mieke Jacobs - Paul Zonneveld

16 maart 2020 op Acquisition Daily

Unfortunately, there is no happy pill or medicine to cure all M&A problems, but there are tools you can use to better diagnose the complexity of M&A. To sense, probe, experience and adjust the treatment and recovery plan where needed and identify the elements for a healthy relationship going forward.
The four systemic principles help to identify and understand the symptoms in companies and organisations, leading you to see the underlying entanglements that hold you hostage.

  • Purpose (what is this organisation invited to do (an outside-in perspective)?)
  • Connection & inclusion (who belongs, who does not belong any longer? How do we connect the organisation to the new purpose?)
  • Order and occupying one’s place (what is the new order of things, is everyone in the right place and taking full responsibility?)
  • Exchange (what is the dynamic equilibrium between giving and taking?)

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www.acquisitionsdaily.com

Secret to a happy marriage after M&A

Emergent - Systemic Intelligence - Mieke Jacobs - Paul Zonneveld

25 februari op Acquisition Daily
What are the secrets that help two organisational systems come together in a good way?
What does the systemic intelligence bring to the wedding party?
Looking at both parties and at the newly formed organisation with systemic intelligence allows you to navigate the complexity of merging two organisational systems and to surface the roots of seemingly intractable behavior, illogical resistance to change, persistent roadblocks and underperforming teams.

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Source: www.acquisitionsdaily.com