REPLY Future Development Directions (SD6271)

[System Dynamics Mailing List]

Posted by  Richard Stevenson <rstevenson at valculus.com>

Bill Braun writes "I suspect, from both observation and experience,  
that creating value for senior managers by senior managers frequently  
trumps other shareholders. "

It is not our role, as  (hopefully independent) advisors, to assume the 
morality of business  leaders.  it's our job to help them make better 
decisions - by  helping them to see clearly the implications of the 
various options  in front of them.

Frankly, in my experience, the only times that rational advice is  
completely ignored are when either

(a) The specific strategic issue is not clearly defined and  
recognised as being important by all the key players involved in  
making a decision.

(b)  The key players are not engaged, however distantly, in the  
analytical process.

(c)  The analytical process is flawed.

These are not "method" issues - they are "process" issues.  And this  
is where, it appears, many SD initiatives fall down in business.  The  
issue and the key players are inadequately engaged or inadequately  
managed.

It appears to be the case that (mostly) SD practitioners are not  
adequately equipped to deal with senior managers in the Boardroom.   
In practical terms, SD "competence" in business is about much more  
than just technical competence - it requires business experience,  
political awareness and good process skills.

Perhaps this is the main barrier to SD in business.  The very  
strengths that support good technical skills may militate against  
developing the much broader range of skills required to practise at  
senior levels in business.

Physician, heal thyself.

Richard Stevenson
Valculus Ltd 
Posted by  Richard Stevenson <rstevenson at valculus.com>
posting date  Wed, 14 Feb 2007 12:43:48 +0000