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Research shows that two thirds of organisational change interventions fail. Often they even create more problems in other parts of the system or in their interacting systems. The main reason for this is that they are not designed systemically. Unfortunately systems thinking is not the dominant worldview of current management practice and education.

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 contextualizes 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 a complex organisational and societal problem cannot be solved is that it is systemic. This means that it is co-produced by other systems, is multi-dimensional, involves circular causation, changes in the course of time and involves emergence. It cannot be solved by the system which experiences it but requires the cooperation of the co-producing systems. It 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 do it, problems become an opportunity. They become the source of imagination, creativity, innovation and the ability to reinvent oneself. They are actually liberating!

The more problem riddled a system is, the easier it is to transform it. One cannot change a perfect system (not that one exists; but the smugness of believing that one is perfect does exist and it is a huge problem!).

The Biomatrix programmes use the problems of the system to transform it. They also become a source of motivation for the members of the system.

Another reason for unsuccessful or abandoned change interventions is resistance to change by the members of the system. They do not see the need for change, do not understand it, did not participate in the design and feel threatened by it.

The Biomatrix programmes use education to transfer knowledge of systems theory and methodology. Through the education process, the delegates will understand the need for change and design the type of changes that are required. If the changes are implemented, they will transform the system.

Because the designs are made in the context of education, there is no a priori resistance to them. By the time it is decided to implement them, stakeholders have already been involved in design iterations and became familiar with them. It is also likely that organisational culture has become more systemic and will support implementation.

Many organisations suffer from too many uncoordinated changes taking place in different parts of the system. These are often initiated by a part of the system with the aim of improving it, without synchronizing them with each other and the larger organisational whole. These interventions 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 systems experts that learn about all aspects of systemic problem dissolving and transformation in general, how to apply them to their own system and how to facilitate implementation. Thus they can evaluate what is needed and become internal consultants who can also be called to design and facilitate future interventions.

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 also manage external consultants to ensure that their contribution is appropriate to and in synergy with the organisation.

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

The Biomatrix programmes require stakeholder input in all phases of the programme. They also build the education of, feedback to and interaction with stakeholders into the programme, starting with a diagnostic survey, design iterations and involvement in implementation planning. This ensures that stakeholders actually co-produce the learning organisation or implement their share of the strategic design for dissolving the societal problems.  Moreover, the designs have continuous learning based monitoring, evaluation and (re)planning built into them, reinforced by appropriate rewards.

Many organisations conduct one (uncoordinated) change intervention after another in order to solve various problems or improve functioning, or merely to follow the “flavour of the month”. The result – even if initially beneficial – typically does not last and a new intervention is required. Some interventions even make the system worse, yet rarely do organizations learn from this.

The Biomatrix programmes aim to generate a fundamental transformation of the client system which will allow it to remain stable, yet change continuously. (This is one of the many paradoxes that systems thinking can resolve!)

The continuous change that occurs within a learning organisation does not involve the necessity for repeated change interventions. Instead, wiring the system for change involves, amongst others,

• the creation of an ideal design of the organisation and its parts which inspires ongoing development in the context of a continuously changing business environment
• the setting up of optimally coordinated organisational structures and procedures (e.g. a three dimensional organisational matrix, coordinated planning forums, strategic and operational planning and management procedures, governance frameworks and knowledge repositories) that structure the functioning of the organisation and its parts, guide their responses to environmental changes and channel the flow of information throughout the organisation in a synchronized manner
• the entrenching of ongoing learning and knowledge management in a self-referring manner.