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Research shows that two thirds of organisational change interventions fail. The main reason for this is that they are not designed systemically.

Unfortunately systems thinking is not the dominant worldview of current management education and practice.

By comparison, the Biomatrix programmes are grounded in the Biomatrix Systems Approach. This approach consists of a coherent systems theory and methodology that integrates the key concepts, tools and methods of various other systems theories with its own, and applies them to complex problem (dis)solving, organisation development and transformation, as well as public policy design.

It provides an overarching systemic theoretical and methodological framework which contextualises conventional management models, approaches and tools. Within their appropriate context, they are useful and can make valuable contributions. If they are applied outside of it, they become management fads. In interaction with a systemic approach, they become coordinated and synergistic.

One of the reasons why complex organisational and societal problems cannot be solved is that they are systemic. This means that they are co-produced by other systems, are multi-dimensional, involve circular causation, change in the course of time and involve emergence. They cannot be solved by the system which experiences them but require the cooperation of their co-producing systems. They also cannot be solved in the conventional problem solving manner. Trying to do so merely creates frustration and demotivation, adding more problems to the already existing ones. Once this systemic complexity is understood, blame and guilt disappear.

Systemic problems can only be dissolved. This requires a shift in logic and fundamental changes (i.e. a transformation) in the systems that co-produce the problems. If one understands this and knows how to manage this, problems become an opportunity. They become the source of imagination, creativity, innovation and the ability of the system to reinvent itself. They are actually liberating! The more problem riddled a system is, the easier it is to transform it. (One cannot change a perfect system!)

The Biomatrix programmes use the problems of the system as opportunities for transforming it and as a motivator for its members to become creative and embrace change.

Another reason for unsuccessful or abandoned change interventions is resistance to change by the members of the system. The reasons are that they do not see the need for change, do not understand it, do not participate in the design of the intervention and feel threatened by any change to the status quo.

The Biomatrix programmes use education to transfer knowledge of systems theory and methodology. During the education process, the delegates understand the need for change, design systemic interventions and through facilitating their implementation transform the system.

Because the designs are made in the context of education, there is no a priori resistance to them. By the time they are actually implemented, stakeholders have already been involved in design iterations, have changed their mindset in support of the design and organisational culture has become more systemic, making the change sustainable.

Many organisations suffer from too many uncoordinated change interventions to solve problems, improve performance, or merely to follow the “flavour of the month” change.

A change intervention is typically initiated by a part of the system with the aim of improving it, without synchronising it with other parts and the organisation as a whole. The benefit of an uncoordinated intervention – even if initially beneficial – does not last and a new intervention is required. Some interventions even cause new problems, yet rarely do organisations learn from this.

Multiple interventions in an organisation typically involve different external consultants who act independently from each other. They introduce change based on their preferred models and methods, without thorough understanding of the specific needs and history of the larger organisational or societal context.

The Biomatrix programmes train a cadre of in-house systems experts that learn about all aspects of systemic problem dissolving, functional and organisational intervention design and change management.  Being familiar with the overarching theoretical and methodological framework of the Biomatrix systems approach, they can choose, evaluate and customize any change intervention. They can either facilitate the design and implementation of interventions or coordinate external consultants to do so, ensuring the synergistic and coherent development of their organisation and its functional parts.

Often interventions fail because key stakeholders were not considered, consulted or involved.

The Biomatrix programmes require stakeholder input in all phases. They also build the education of, feedback to and interaction with stakeholders into the programme, including a diagnostic stakeholder survey and stakeholder involvement in design iterations and implementation planning. This ensures that stakeholders actually co-produce the learning organisation and implement their share of the strategic design for dissolving the problems they co-produce.

In the global information age economy, the business environment of an organisation is constantly changing, forcing the organisation to change accordingly. Unless systems learn to change rapidly and with ease, they become diseased and burn out.

Systems thinking enables an organisation to manage the paradox of ongoing change without losing stability. The Biomatrix programmes create the stable structures that wire an organisation for ongoing change. This involves the

• creation of an ideal design of the organisation and its functional parts which inspires ongoing development in the context of a continuously changing environment
• incorporation of systems thinking in the culture of the organisation
• setting up of organisational structures that ensure optimal coordination and process flow (e.g. a three dimensional organisational matrix, coordinated planning forums)
• establishment of governance frameworks, coordinated strategic and operational planning and management procedures, as well as connectivity with the environment
• entrenching of ongoing learning and knowledge management (e.g. through knowledge repositories and procedures) in a self-referring manner.