Organisational Development:
The 5 'Systems Thinking' Pillars of Success

A good structure for an organisations workforce.

1. Managing Change

These days change is a constant, that every company has to face whether it likes it or not.

As the saying goes, “Culture eats strategy for breakfast”.

So understanding the relationships and networks in your company is a great place to start.

2. Innovation

Innovation is a plus but it needs to be handled effectively if it’s to fit into the overall objectives of the company.

Effective use of analysis, ensures your company’s resources are properly allocated to promote and manage future growth.

3. Continuous Improvement

Successful organisations benefit from constantly thinking about improving, so that they can work smarter, not harder. 

But this doesn’t just happen over night…

Continuous improvement needs to be part of an organisation’s long-term philosophy.

It’s the structure of a system that generates behaviour. Therefore we need to understand the underlying structure to understand its behaviour. 

U>P’s, digitally generated insights into the interconnections of your workforce, can be used to diagnose strengths and weaknesses.

4. Diversity & Inclusion

In a diverse world, we must have the ability to respond to the needs of a changing market.

It’s critical to have a diverse mix of views, opinions, skills and attitudes which can reflect, understand and respond to the needs of the customer.

Diversity leads to +87% better business outcomes through inclusive decision-making and companies with high levels of positive diversity and inclusion outperform their competitors by 33%.

It takes shared understanding of the importance of inclusion across the whole organisations that all employees are respected, valued and allowed to be themselves for an organisation to have a truly inclusive culture.


The correlation between high-performing teams and self-organisation is obvious.

A high-performing team is a group of people whose skills, experiences and talents are complementary to their shared objective.

They consistently demonstrate high levels of collaboration and innovation, produce superior results, and have high levels of trust.

Self-organising teams identify and manage their own work and responsibilities. They are responsible for selecting the most effective and efficient way to complete their work and regularly look for ways to improve through experimentation.

Self-organising teams have a strong sense of ownership and responsibility. They communicate often and have high levels of trust in everyone on the team.

The results are a sense of fulfilment and engagement in their work, which leads to consistently better outcomes than teams that require to be managed from above, which is less efficient and takes much more time to achieve