Seeing the Big picture – “System thinking”

By Seshachari, August 18, 2016

System thinking (ST) is an approach of thinking that embraces interaction and interrelationships of conflicting contexts that constantly refers to the System as a “Whole”. The System thinking approaches are to validate and ensure that, whatsoever may be happening in the VUCA world, the program engagement remains viable and work gets done.

System thinking is the constant ability to get unstuck. There are 2 complementary modes of getting stuck, direction system thinking – “Finding the right questions”, and operational system thinking – “Finding the right answers”.

Peter Senge’s fifth discipline cites that System thinking is one of the five Disciplines to create a Learning Organization. System thinking is the principle that brings the other four principles together: Shared Vision, Mental Models, Team Learning and Personal Mastery.

Organizations want to increase customer service delight through putting their ‘traditional’ thinking under scrutiny, see the organization’s big picture, Customer service unit, outcomes, and benefits, with customer focus in mind.

System thinking is the way forward for organizations to continuously identify the right problems, right solutions, change processes and to put the customer at the heart of each process.

Many published research results showed that by use of ST, individuals have developed high levels of affective commitment with their organization; committed individuals usually activate their latent adaptive capabilities to face business stressors, think “outside of the box” to generate new ideas to overcome business problems and risks, thereby enhancing organizational resilience.

Example: System thinking to service delivery design integrates 2 dimensional determinants i.e. organically structured organization (i.e. organizational level)/ highly effective committed core employees (i.e. individual level) for improving organizational resilience.

Different perspective of System Thinking approach for service organization:

  1. Perspective – Outside in, system
  2. Design – Demand, value, flow
  3. Decision making – Integrated with work
  4. Attitude towards Customer – What business impacts are created? What matters the most?
  5. Attitude towards partners – Participative, collaborative, co-creation of values
  6. Role of management – Servicing leader, action on system
  7. Change – Agile, adaptive, integral
  8. Ethos – Learning and Development
  9. Motivation – Intrinsic

The bottom line is that organizational memory (OM), like human memory, gets better with use. Strategic leaders must create an environment with tools and methods that will increase the relevance and capacity of organizational memory (OM). When those Organizational memories (OM) are put in use, it paves way to new ideas, new opportunities, speedy decision making processes, improved CSI, and high business outcomes.


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Results-driven business leader with 25 years of deep experience focused on Revenue and Profitability - P/L management, sales, presales, demand generation, lateral growth transformational programs, global delivery, quality assurance, optimization of the overall customer satisfaction score -CSAT Currently responsible for India Business Unit (IBU), develop a business plan that anticipates changes, opportunities, and ensures profitability, strengthen alliances and build & drive teams with key business partners and customers to ensure all planned targets are achieved. Presales -Leadership at Bids & Proposal effectiveness, Crafting winning strategy to win New deals and sustaining existing customers and improve overall pre-sales effectiveness of the organization. Have led & setup global delivery engine, managing large team setups, client delight focus across all our operating geographies- leading the operational turnaround of the company by working on cost optimization & sustainable Delivery Platform in Products and Services business. Non-linear growth - Have led the organization in the area of Product engineering using BPM, SOA, and ESB by driving the roadmap for the next generation of IP led solution accelerators and differentiators to the organization. Have led QA/MR Defined, implemented, managed and achieved CMMI L5 1.3 Version process certification by partnering with KPMG. Provides leadership to the KM teams that have created key enablers, productivity accelerators and differentiators to the organization. Prior to BCT, Chari has worked at Tech Mahindra, Xoriant, 3i infotech, & TVS Group.

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