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OUR METHODS
Enabling Behavioural Complexities Identification, Measurement & Solution.
Our Multidisciplinary Methods are Based on
Business Systems
Behavioural Science
Complexity Science
Ecology & Sustainability
Advanced Mathematics
OUR OBJECTIVES
The methods developed by Organic Intelligence are primarily designed to measure and address the fundamental factors pivotal to organisational survival. These capabilities are intended to enable management to better grasp what may be labelled as complex, hard to fully comprehend, harness and holistically manage. In general, organisations require 3 main capabilities that we can assist them with:
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How sustainably they can operate within the broader context of their social responsibilities.?
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How intelligently and swiftly they can anticipate and coherently respond to their complex changing environment in order to prosper?
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How intelligently and swiftly they can self-regulate/ re-organise through the adoption of new ways of measuring, paying attention to essential stakeholder feedback, and evaluating emergent business influences.
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OUR CONCEPTS
The Organic Intelligence is an organisational philosophy underpinning a framework and set of management practices that can enable organisations to become more agile, resilient and sustainable. The application of the concept of Organic Intelligence is also an effective alternative to the often brutal transformations and restructuring phase that most complex systems have to endure through the inevitable and continual Adaptive Cycle of Change (Panarchy).
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Any type of organisation can develop their own Organic Intelligence: commercial, government, not-for-profit, large corporations, small businesses. The principles of the Organic Intelligence are based on human, ecological and complex universal principles.
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From the Organic Intelligence point of view, an organic organisation is an organisation that continuously grows and adapts naturally and seamlessly. It is, always in tune with its ecosystem, without needing shock treatments such as last resort business transformations or restructuring. When an organisation reaches the point of needing a transformation, it is a sure sign that decline is well underway (the third phase of Panarchy).
The Organic Intelligence principles reinvent current Management and
Leadership approach to what can logically and organically deliver measurable values to organisations. To make any organisation organically intelligent, the Organic Intelligence principles go to the core needs that communities have and how they can be efficiently fulfilled, thereby ensuring a healthy and prosperous organisation and stakeholder community.
Our Pioneering Approach to Behavioural/Cultural Complexities
We humbly, but proudly believe our ground breaking approach is the world's first.
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What we can do for you:
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We identify and define Complex Behavioural Enablers such as organisational culture.
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We map how such enablers relate to Business Outcomes in meeting your Organisational Obligations and Expectations.
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We create a Behavioural Landscape Model that describes a network of Complex Behavioural Influences & corresponding Systemic Outcomes. This clearly defines the organisational baseline for a healthy culture.
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We help your organisation to integrate and retrofit your newly created Behavioural Landscape model to your existing business architecture.
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We develop Meaningful Surveys based on your requirements from a range of complex behavioural possibilities and use them to conduct multivariate time series surveys to review your current behavioural status, trends, vulnerability, and potential.
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We apply advanced analytical and predictive/ Inferential Statistics to assess the health status of your organisation. What is measured can be solidly based on your pre-defined set of expected behaviours for meeting your business outcomes. We may call this - your optimal/ healthy culture that is already defined and mapped out in your existing Behavioural Landscape Model.
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We identify the root causes of your current behavioural challenges and identify associated business risks and solution options. This is possible because we have a map of the expected behavioural interconnections so with great certainties, we can navigate to the hidden root causes.
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We provide behavioural remedial options and demonstrate how each option can impact your desired business outcomes including your brand success and other intangibles.
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We constantly fine-tune your current behavioural Landscape model based on our ongoing learnings and intelligence acquired. This is to ensure that our current assumptions and understanding of your complex environment are always kept up to date and reflect your current organisational reality in the face of presenting variables and influences.
Organisational Benefits
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Every area of your business will substantially benefit through your exposure to greater intelligence and a better grasp of your complex environment. The proliferation of such benefits will vastly enhance the following business areas:​
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Behaviour/ Culture Management Practices
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Risk Management
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Change Management
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Strategy Development
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Balanced Scorecard
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Business Capability Management
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Performance Optimisation & KPI
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Business Intelligence
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Knowledge Management
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Business Root Cause Problem Identifications
OUR DEFINITIONS
Organic Intelligence meaning
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The term 'Organic' is used as the ability of an organisation to evolve and adapt sustainability to its ecosystem based on its measured interactions and adopted heuristics.
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The term 'Intelligence' is used as the ability of an organisation to meaningfully understand and sustainably benefit from its engagement with other parties - ability to efficiently and effectively respond to any complex events.
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The combination of Organic and Intelligence describes the capability and capacity of an organisation for understanding its ecosystem with all its complexities. To learn over time, naturally evolve based on ongoing interactions with the environment, and continuously respond to events in a holistic and sustainable manner.
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The Ecosystem is a self-regulating evolutional system of interconnected elements and agents that innately strive for survival.
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There is no universally agreed definition of sustainability. There are many different viewpoints on this concept and on how it can be achieved. However, from an Organic Intelligence perspective, sustainability is the system's ability to adapt/ self-regulate itself as a response to external influences to maintain a healthy and coherent status. This can be achieved by satisfying its diverse ecosystem stakeholders in a balanced way.
Social Organisations’ Sustainability versus Nature’s Sustainability
(Based on Organic Intelligence definition of Sustainability)
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Nature - is about the dynamic interactions of its organic species/ agents over celestial time. Based on general observations, one could say, nature is mainly about the organic evolution of its species/ agents. This process over time results in constantly changing clusters and formations of nature’s multi-layered ecosystems. Therefore, nature is not fundamentally about maintaining ongoing sustainability for its species. Nature is about agents’ struggle for survival and less about the sustainable satisfaction of its inhabitants.
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In nature, patterns of coherent complex systemic activities may only exist for limited durations. Because every complex system, at some point in its existence, is subjected to the cycle of adaptive change - Panarchy. Therefore, the concept of sustainability in nature may only be assisted with the direct intervention of human intelligence (e.g. human deliberate disruption to nature’s evolutional cycle and by preventing the ecological system from becoming highly niche in their formation). This intervention may be possible only in the early to mid-cycles of the ecosystem's evolutional life span. By using such intentional interventions, we can extend the coherence of a natural complex system for a longer period, but perhaps not indefinitely.
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Socially Constructed Organisations – Even though social organisations are made of a combination of natural complex agents (e.g. people) and linear systemic objects (e.g., machines), in comparison to nature, organisations can be described as artificial constructions. The concept of an organisation as a system vastly differs from natural systems.
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The concept of organisational sustainability – an organisation meeting needs and satisfactions of its diverse set of stakeholders in a balanced way, is also unique and only possible for advanced socially constructed organisations. Even though many would view organisational sustainability as an aspirational goal, however by applying focused human intelligence, combined with complex adaptive techniques, we can offer organisations a balanced approach so they can sustainably meet their stakeholders' needs. Refer to Organic Intelligence Behavioural Landscape Model of Obligations and Expectations of Stakeholders.
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​How to Fundamentally Tackle Culture
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The Term ‘Organisational Culture is a Misnomer for Many Professionals.
A common trend amongst many cultural specialists is to adopt a silo approach and at best, focus mainly on the linear (systemic) side of the organisational behaviour. For a variety of reasons, they feel somewhat challenged to address the non-linear (complex) aspect of the organisational behaviour and generally fall short of bringing together the diverse behavioural needs across all stakeholders to establish comprehensive cultural sustainability.
​Executives and management on the other hand often cleverly use the term ‘Culture’ as a voiceless culprit to absolve their responsibilities for bad management and intentional neglect.
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Despite its touchy-feely appearance, ‘Culture/ Behaviour’ is merely an ‘Organisational Capability’ and it should be part of the ‘Enterprise Business Architecture’ domain of activity and not HR. This is not to say that HR has no contribution to make, but culture is more about the business capability management that requires the involvement of the entire organisation.
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This is why many executives pay lip service when it comes to such an important organisational capability. Addressing culture is often dismissed when it comes to real action. Do you remember the Royal Commission to the banking sector? Cultural problems were the evil culprits behind every wrongdoing that was identified by the commission. Guess what, since then nothing measurable or fundamental has been achieved by organisations to prevent future reoccurrences of such behaviours.
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HOW TO MANAGE CULTURE:
​Intelligently and clearly define what culture means. A meaningful standard should be adopted to defuse any misconception.
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Define how such required behaviours can be created for each stakeholder group to support their needs.
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Use a multidisciplinary approach to create a SUSTAINABLE link between all required behaviours. Start from the core behaviours and expand out with each iteration.
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Create a comprehensive behavioural model. This is what we have termed as Organisational Behaviours Landscape Model. This is the fundamental blueprint for all sustainable behavioural interrelationships/influences and will ultimately serve as the ‘central intelligence’ for all organisational decision-making activities by management and staff.
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Define meaningful metrics for how to measure and track cultural behaviours and calculate trends.
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Define statistical techniques and tools for measuring cultural outcomes and behavioural networks and dependencies. This requires special expertise to bring the maximum benefit to the organisation.
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Continuously refine the model to incorporate new dynamic influences of change from internal and external variables.
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BENEFITS TO BUSINESS FUNCTIONS:
​Customer Experience, Employee Experience, Regulatory Experience and Shareholder Experience can be viewed together as one set of interrelated behavioural mixes and sustainably monitored/ improved using meaningful metrics.
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The business Strategy team can obtain holistic insights into the organisational behavioural complexities. They also benefit by understanding which strategic approach works better for the organisation as a whole.
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Organisational Risk Management becomes far more intelligent in understanding the root causes of their Risk and mitigation strategies.
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Organisational Change and transformation can holistically understand their domain of change to help them intelligently measure and monitor the impact of change on all their stakeholders.
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All management practices and decisions will be made based on the Organisational Behaviour Landscape Model.
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All business areas such as HR, IT, Finance, etc. will be using a single model, a common language to understand how they all come together and impact one another.
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