The story in Part One unfolds during the financial crisis that follows 2008 and illustrates how this affects a group of executives engaged in a transformation process. It charts their attempts through the crisis to transform part of an industry dominated by a zero-sum game mentality using a very different approach: an ethical and value-based supply chain where all stakeholders benefit.
Through the narrative in Part One, readers are exposed to a way to embed continuous innovation, conflict resolution, and problem-solving in action. In Part Two readers will find an introduction to a systemic method for management and the Thinking Processes from the Theory of Constraints.
These Thinking Processes can help readers develop the skills to:
¿ Understand and analyze our current reality, as individuals and organizations.
¿ Surface assumptions that keep us trapped in less-than-desirable situations.
¿ Generate robust solutions/innovations.
¿ Identify unintended consequences of what may seem like an effective idea and avert them upstream.
¿ Resolve conflicts in a win-win way.
The knowledge, method, and tools to overcome obsolete mental models and practices exist. This book aims to present the reader, through narrative and supplementary material, with elements of a new way and a new economics that are fit for purpose in our age of complexity.
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