Luz y Fuerza Mexico — Electric Utility: Living Labs

Luz y Fuerza Mexico — Electric Utility with Conrado Garcia Madrid

The Luz y Fuerza Mexico project started in 1999 with a leader in the engineering staff of Mexico’s electric utility.  Using GRASP mapping and system dynamics modeling, this project explores the interplay of supply and demand of equipment and staffing within the electricity distribution system.

Initial Project Description

In this 11-minute exploration, Conrado provides an overview of this strategic systems work, the process in gathering, validating, and sharing the initial insights, key experiences or shifts in the participants, and documented impacts.

Video (or audio-only version)

ISC Live Lab Co-investment and Return on Co-investment

Context.  In 1999, we were integrating strategic simplicity with system dynamics simulation.

Co-investment.  In this fieldwork with the Mexican electric utility, we co-invested our intellectual property of strategic systems thinking and system dynamics simulation.

Return on Co-investment.  The return on this co-investment was field-testing ways to bring strategic clarity to working groups within complex organizations through relatively simple simulation models, with which the teams could play and generate their own strategic, systemic insights.

Further References

Vehicular Congestion in Mexico City: Living Labs

Vehicular Congestion in Mexico City with Conrado Garcia Madrid

The vehicular congestion in Mexico City project was a thesis project undertaken by Conrado and Annabel Membrillo in their undergraduate program at the ITAM in Mexico City in 1995. The project included initial qualitative systems mapping, multi-stakeholder interviews to build and validate a system dynamics model, and strategic scenario planning.  This project ended in the creation of a governmental think tank to explore the questions opened by this undergraduate thesis projects, with which Annabel and Conrado graduated with honors.

Initial Project Description

In this 17-minute exploration, Conrado provides an overview of this strategic process, initial insights, key experiences or shifts in the participants, and documented impacts.

Video (or audio-only version)

ISC Live Lab Co-investment and Return on Co-investment

Context.  In 1995, we were just beginning to integrate strategic frameworks with system dynamics simulation.

Co-investment.  In this fieldwork, an earlier form of our research, at the ITAM in Mexico City, co-invested our intellectual capital of system dynamics simulation, strategic framing, and scenario planning.

Return on Co-investment.  The return on this co-investment was applying scenario planning to the strategic systems simulation process, engaging a wide set of stakeholders in validating the model, and developing a robust set of strategic policies for a complex social issue, in this case vehicular congestion in one of the largest cities in the world.

Further References

Society for Organizational Learning: Living Labs

Society for Organizational Learning with Hal Rabbino

The project with the Council of the Society for Organizational Learning (SoL) began in the early fall of 2001, exploring how to engage SoL’s growing membership, across three constituencies: corporate members; researchers; and consultants.  The year-long Strategic Clarity process inquired into the systemic strategy, shifts in mental models and in processes that could support SoL evolving to the next level of engagement of its community.

Initial Project Description

In this 14-minute exploration, Hal provides an overview of this strategic process, initial insights, key experiences or shifts in the participants, and documented impacts.

Video

ISC Live Lab Co-investment and Return on Co-investment

Context.  In 2001, we had just published the book Managing from Clarity. We had refined our understanding of strategic systems mapping, and we were actively developing the synthetic analysis method for identifying systemic leverage points.

Co-investment.  In this long-term project with the Council of the Society for Organizational Learning, we co-invested our intellectual property of strategic systems thinking and collaborative processes for designing and implementing systemic strategy, and our financial capital in writing up the case study for academic publications.

Return on Co-investment.  The return on this co-investment was taking the initial strategic clarity process deep into implementation, leading the process over multiple years.

Further References

Town of Vail: Living Labs

Town of Vail with Hal Rabbino

The project with the Town of Vail covered the first two weeks of December 1998, exploring how this very successful global-destination ski resort could meet the needs of its visitors and its residents simultaneously.  Using the emerging Strategic Clarity process, we engaged the leadership of the Town of Vail in a strategic systems process.

Initial Project Description

In this 13-minute exploration, Hal provides an overview of this strategic process, initial insights, key experiences or shifts in the participants, and documented impacts.

Video (or audio-only version)

ISC Live Lab Co-investment and Return on Co-investment

Context.  In 1998, we were refining our understanding of strategic systems mapping and developing the synthetic analysis method for identifying systemic leverage points.

Co-investment.  In this fieldwork in the mountains of Colorado, we co-invested our intellectual property of strategic systems thinking and system dynamics simulation.

Return on Co-investment.  The return on this co-investment was confirming the efficiency of our strategic systems process for unifying a diverse group of stakeholders around a common goal, a complex set of strategic dynamics, and the identification of a set of agreed-upon leverage points.

Further References

Global Colors Company — Mexico and Central America Operations: Living Labs

Global Colors Company with Luz Maria Puente Kawashima

The Global Colors Company project started in 2002 and took place within the food colors division of the Mexico and Central America operations of a global colors company. The project used strategic systems mapping to engage functional areas across the company to see themselves as a whole.

Initial Project Description

In this 16-minute exploration, Luz Maria provides an overview of the project, key insights and shifts in the participants.

Video (or audio-only version)

ISC Live Lab Co-investment and Return on Co-investment

Context.  In 2002, we had just published the book Managing from Clarity. We had refined our understanding of strategic systems mapping, and we were testing it in different organizational settings.

Co-investment.  In this fieldwork, we co-invested our intellectual property of strategic systems thinking.

Return on Co-investment.  The return on this co-investment was refining our development of processes for using the Strategic Clarity to bring diverse functions across a supply chain into a unified whole at the business level.

Kraft Mexico: Living Labs

Kraft Mexico with Conrado Garcia Madrid

The Kraft Mexico project in 2003 brought together the Kraft Mexico sales team with its top distributors to understand the underlying dynamics of what worked and did not work in the sales system for them.  Combining system dynamics simulation and strategic clarity analysis, this project culminated in a 1.5-day event with 60 participants from Kraft and their lead distributors.

Initial Project Description

In this 21-minute exploration, Conrado provides an overview of this strategic process, initial insights, key experiences or shifts in the participants, and innovations in working with other consulting processes and in bringing together a large group of stakeholders.

Video (or audio-only version)

ISC Live Lab Co-investment and Return on Co-investment

Context.  In 2003, we were integrating systemic strategy and impact measurement.

Co-investment.  In this fieldwork with Kraft, we co-invested our intellectual property of strategic systems thinking and system dynamics simulation.

Return on Co-investment.  The return on this co-investment was refining our understanding of the process in integrating our strategic systems process with formal system dynamics simulation, and in the development of strategic measurement tools based on the strategic systems simulation.

Further References

INVITATION — Do You Know a Mathematically Trained, Abundance-Oriented Person?

Do you know someone trained in mathematics with an abundance-based orientation?

I am looking for a colleague to work with me in the development of the underlying field-theoretic mathematics of the agreements field equations. We would work on the mathematics, validating them with them with the large data set we have from over 100,000 agreements-health survey responses and empirical data from our field studies describing over 1,000 groups. This work on our scholarly understanding of agreements fields will directly benefit the communities we work with, and will be shared through joint publications, courses, and on-going fieldwork.

I would love to invite her/him/them to engage with our work.  If you know someone like this, please let me know.

Delta-R Oilfield Integration Services: Living Labs

Delta-R with Hal Rabbino

The Delta-R project, 2000-2001, integrated the strategic systems understanding into an online platform for an integrated understanding of the oilfield in hydrocarbon asset valuation.  The project started by developing the software, with the Delta-R software team, that integrated the system dynamics simulation capacity with the strategic systems framework to integrate different elements of the oilfield in one platform, which was then applied with Hal in two settings in Africa and one in Europe.

Initial Project Description

In this 8-minute exploration, Hal provides an overview of this strategic process, its rollout in the field, initial insights, key experiences, and shifts in the participants.

Video (or audio-only version)

ISC Live Lab Co-investment and Return on Co-investment

Context.  In 2001, we had just published the book Managing from Clarity. We had refined our understanding of strategic systems mapping, and we were actively developing the synthetic analysis method for identifying systemic leverage points.

Co-investment.  In this set of projects with Delta-R, we co-invested our intellectual property of strategic systems thinking and system dynamics simulation, and our financial capital in building a strategic systems simulation platform with Delta-R.

Return on Co-investment.  The return on this co-investment was learning how to integrate strategic systems thinking into a simulator environment of a specific complex environment.

REPOST — Guest Post — The Science Behind Our Yes!

With over 5,000 “listens” to this radio interview with integral rock star Maureen Metcalf from September 2021, I thought I would re-share it.

What is the science behind your Yes!?  

For those of you who prefer audio or video, Maureen and I explore this in a radio interview.  If you prefer text, Lou and I explore this in a blogpost.

We welcome your insights.

Comision Estatal de Aguas de Queretaro (water systems in Mexico): Living Labs

Comision Estatal de Aguas de Queretaro with Conrado Garcia Madrid

The Comision Estatal de Aguas de Queretaro project in 2006, with follow up in 2016, worked with the governmental agency leaders and some of their stakeholders to shift their strategy.  This project involved coordination with a simultaneous reengineering project, and culminated in a table of direct action plans for each area within the commission, using a results-based management approach to measurement and action planning.

Initial Project Description
In this 17-minute exploration, Conrado provides an overview of this strategic process, initial insights, key experiences or shifts in the participants, and innovations in working with other a reengineering processes and in grounding the strategic systems insights into action plans for a results-based management approach.

Video (or audio-only version)

ISC Live Lab Co-investment and Return on Co-investment

Context.  In 2006, we had founded the Institute for Strategic Clarity three years earlier, developing our understanding of the sustained use of strategic systems frameworks in long-term relationships.

Co-investment.  In this 10-year relationship with the water authority of Leon (Mexico), we  co-invested our intellectual property of strategic systems thinking and system dynamics simulation, and our social capital of the many other leaders in Mexico working with our approach.

Return on Co-investment.  The return on this co-investment came in the refinement of our understanding of the utility of strategic systems tools over multiple iterations of the strategic process and the engagement of increasing circles of community leadership as the long-term, strategic systems initiative evolved.

Further References