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Mensen & capabilities
Systems Thinking is the ability to see the organisation as an interconnected whole, a living system where every element influences others.
Instead of focusing on isolated parts or functions, Systems Thinking helps leaders understand patterns, dependencies, and feedback loops that shape behaviour and performance over time.
“You can only understand the system when you look at how its parts interact, not by studying the parts in isolation.”
Why it's important
Every organisation is a system of departments, people, processes, technology, and governance.
When one part of the system changes, other parts are affected, sometimes in ways that are not immediately visible.
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The same applies to the building blocks of the Operating Model.
Improving one building block in isolation, for example, optimising processes or tightening governance, can unintentionally create friction or complexity elsewhere.
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Systems Thinking helps to prevent local optimisation at the expense of the whole. It encourages a holistic perspective, ensuring that changes reinforce coherence and flow across the entire organisation.
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Without Systems Thinking, well-intentioned improvements can lead to contradictions:
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Better processes that no longer fit the organisation’s structure.
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New roles that conflict with existing governance.
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Metrics that drive behaviour in opposite directions.
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A systems mindset helps leaders see these interconnections before they cause problems. It turns change management from a linear exercise into an ongoing process of learning, balancing, and adapting.
Impact on building blocks
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Organisation – Encourages cross-functional collaboration and feedback loops between teams and departments.
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Processes – Promotes end-to-end thinking instead of step-by-step optimisation.
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Systems & Technology – Connects technology decisions with organisational design and process flow, reducing silos.
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People & Capabilities - Builds awareness and empathy, helping people understand how their work influences others.
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Performance & Metrics – Shifts focus from isolated KPIs to system-level indicators such as flow, balance, and adaptability.
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Governance & Policies – Supports decision-making based on system impact, not just local efficiency.
Common challenges
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Organisations focus on improving individual parts instead of the system as a whole.
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Leaders underestimate indirect effects of changes (e.g., new technology changing roles or culture).
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Metrics and governance structures reinforce silos rather than collaboration.
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Complexity is managed by adding layers instead of simplifying connections.
Our vision
At Value Visionary, we believe every operating model should be designed and maintained with a systems mindset.
It is not about perfecting each building block. It’s about how the blocks work together as one coherent system.
Systems Thinking helps organisations design for balance, alignment, and flow, keeping the model alive and adaptable as the organisation evolves.
“The power of the operating model lies not in its parts, but in how they interact.”
Or send us a mail at info@valuevisionary.nl
For more information
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