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Balancing Present and Future

In: The Neurology of Business

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  • Martin Pfiffner

    (Fondation Oroborus)

Abstract

In most enterprises, senior management spends most of its time dealing with the existing business. Well-designed, independently operating units can free up senior executives to spend time on their real core task: guiding enterprises into the future. To do this, they must deal with opportunities instead of problems, and with what is important instead of what is urgent. Senior management must address the most complex issues facing the enterprise, namely, shifting resources from today’s priorities to those of the future. It relies on collaborating with other executives and computer support to do so. This chapter presents two methods for balancing System 3–4 issues: “Team Syntegrity” for leveraging collective intelligence; and the “Operations Room” as a physical decision environment. Like the Viable System Model, both methods, developed by Stafford Beer based on the same cybernetic principles, have been tried and tested in practice.

Suggested Citation

  • Martin Pfiffner, 2022. "Balancing Present and Future," Management for Professionals, in: The Neurology of Business, chapter 18, pages 271-295, Springer.
    • Handle: RePEc:spr:mgmchp:978-3-031-14260-4_18
    DOI: 10.1007/978-3-031-14260-4_18
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