Banking Software Service Provider: Living Labs

Banking Software Service Provider with Annabel Membrillo

The Banking Software Service Provider project is a four-year initiative that took place in Mexico, from 2010 to 2014, within a large service provider (over 1,000 employees) within a global financial institution.  The initiative included hundreds of employees within the service provider and across other service providers, guided by dozens of consultants and facilitators.

Initial Project Description

In this 22-minute exploration, Annabel provides an overview of the project, the 4-year process, key insights, key experiences or shifts in the participants, and documented financial and social impacts.

Video (or audio-only version)

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

Context.  In 2010, we were developing processes for leading long-term, multi-phase strategic systems change processes with hundreds of individuals engaged, as well as developing processes and tools for ecosynomics.

Co-investment.  In this multi-year relationship, we co-invested our intellectual property of strategic systems thinking, ecosynomic agreements, and our social capital of relationships with leaders engaged in similar processes.

Return on Co-investment.  The return on this co-investment was to develop a long-term, multi-phase and multi-stream process for engaging increasing circles of embrace of abundance-based agreements.

Further References

SAPAL — Water Management System for Leon (Mexico) Metropolitan Area: Living Labs

SAPAL — Water Management System for the Leon (Mexico) Metropolitan Area with Annabel Membrillo Jimenez and Conrado Garcia Madrid

The SAPAL project is a 5-year initiative that took place in Mexico, from 2000 to 2005, with the leadership of a large governmental agency chartered with managing the water system of the metropolitan area of Leon (population 1.5 million) in the state of Guanajuato, Mexico.

Initial Project Description

In this 19-minute exploration, Annabel provides an overview of the project, the 5-year process, key 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 2000, we were writing the book Managing from Clarity, and strategic measurement into our strategic systems process.

Co-investment.  In this long-term project with the water authority of Leon (Mexico), we co-invested our intellectual property of strategic systems thinking and practical strategic  measurement systems.

Return on Co-investment.  The return on this co-investment was the use of strategic systems mapping within a strategic measurement system to lead change with multiple stakeholders.

Further References

JFK The American School of Queretaro: Living Labs

JFK The American School of Queretaro with Annabel Membrillo Jimenez and Conrado Garcia Madrid

The JFK project is a 15-year initiative that took place in Mexico, from early 2004 to now in 2018, with the leadership of a large K-12 private school in Queretaro, Mexico.  This school has to comply with the standards of the Mexican Secretariat of Public Education, as well as meet the standards of the International Baccalaureate program, and the accreditation standards of the Southern Association of Colleges and Schools.

Initial Project Description

In this 21-minute exploration, Annabel provides an overview of the project, the 15-year process, key 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 2004, we were developing processes for engaging large groups of diverse stakeholders in strategic systemic change.

Co-investment.  In this long-term relationship with JFK, we have co-invested our intellectual capital of strategic systems thinking and processes for large-scale systems change, and our social capital of relationships with Mexican leaders engaged in similar processes.

Return on Co-investment.  The return on this co-investment was the development of many specific tools and processes for engaging an ever-evolving community, while leadership and engagement shifted to incoming members of the community over the years.

Further References

EAN Vermont–The Next Generation: Living Labs

Energy Action Network (EAN) Vermont–The Next Generation with Annabel Membrillo Jimenez

The EAN Vermont project is in its ninth year, from its initial inception through its strategic systems collaborative process, described elsewhere in the knowledgeable.  The new generation of leadership, recently engaged in 2017, reached out to engage Vibrancy in exploring how to re-embrace the systemic understanding and to re-invigorate the leverage point teams.

Initial Project Description

In this 10-minute exploration, Annabel provides an overview of the early stages of this revisiting of the strategic systems collaborative work, the due-diligence process, key insights for network governance, sustained work with the strategic systems understanding, and realignment of leverage point teams, 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 2017, we were exploring the many ways in which large-scale systems change requires on-going strategic systems support, as the system evolves over many years.

Co-investment.  In this on-going relationship with the EAN effort in Vermont, we co-invested our intellectual property of strategic systems thinking and sustained support of systemic change, and our social capital of connections to other initiatives and foundations working with us on similar issues.

Return on Co-investment.  The return on this co-investment was developing new capacities for supporting long-term systems-change initiatives, as leaders come and go.

Further References

Mexican Financial System: Living Labs

Mexican Financial System with Luz Maria Puente Kawashima

The Mexican Financial System project, in 2012-2013, used strategic systems mapping to engage institutions across the Mexican financial system, including 42 stakeholder interviews from banks, non-banking banks, think tanks, academics, regulators, and insurers, from micro-financing to large financial institutions.  The intention, supported by co-investors UNIFIM, PWC, and the Institute for Strategic Clarity, was to see if it was possible to create a financial system that was healthier for all.

Initial Project Description

In this 19-minute exploration, Luz Maria provides an overview of the project, the 1-year process, key insights, key experiences or shifts in the participants, and potential and documented impacts.

Video (audio-only) version

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

Context.  In 2012, we were developing the ecosynomic approach to strategic systems issues involving diverse stakeholders.

Co-investment.  In this fieldwork in the Mexican financial system, we co-invested our intellectual property of strategic systems thinking and system dynamics simulation, and our social capital within the Mexican financial system.

Return on Co-investment.  The return on this co-investment was seeing how to engage a large, resource-rich system in shifting a whole system towards a deeper shared purpose that many leaders of the financial industry were able to understand and embrace.

Further References

San Miguel de Allende — Urban and Regional Planning: Living Labs

San Miguel de Allende (Mexico) — Urban and Regional Planning with Conrado Garcia Madrid

The San Miguel de Allende project started in 2010 with the local chamber of commerce, exploring the development of San Miguel beyond its strong successes in tourism.  This multi-stakeholder project evolved by 2014 to include the governor’s office, exploring regional development of Guanajuato.

Initial Project Description

In this 22-minute exploration, Conrado provides an overview of this strategic systems work, the process with both groups, 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 2010, we were refining a framework and approach to integrating strategic systems processes with large groups of diverse stakeholders.

Co-investment.  In this large initiative, we co-invested our intellectual property of strategic systems thinking, large-scale collaborative systems change.

Return on Co-investment.  The return on this co-investment was in the development of processes for engaging local co-hosts throughout a community to co-lead collaborative processes, as well as refining of processes for bringing local governmental agencies and community leaders into a generative process.

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