SOFT SYSTEMS AND THE META MODEL SEPTEMBER 2018 perspectives abridged PROFESSOR ROBIN MATTHEWS KINGSTON UNIVERSITY BUSINESS SCHOOL LONDON RANEPA MOSCOW MOSI YOSHKAR-OLA ECONOMIC STRATEGIES PRESIDENT OF THE LEAGUE OF CORPORATE STRATEGY AND ACCOUNTING http/www.robindcmatthews.com http://www.tcib.org.uk/about.html http://kpp-russia.ru 11/18/2018 robindcmatthews.com

META MODEL PAYOFFS INNER DYNAMICS DYNAMICS GRAMMAR OUTER DYNAMICSOUTER Mandala The system state robindcmatthews.com

Topics Resource-based view Agency theory Transaction cost theory Strategic alliances, mergers and acquisitions Diversification Corporate governance Business and public policy Global strategic management Innovation Top management team Performance management

Some issues to consider Grenfell Tower Me Too Movement Global Warming Path Dependence Black Swans Singularity Law of accelerating change Artificial Intelligence Interaction between financial and non financial sectors Restructuring Competitive landscapes Development and poverty

Soft Systems Methodology (SSM) Some problems are fuzzy; lack clear definitions, are unstructured, are socially constructed, have multiple solutions or no solutions, or no solutions that will satisfy everyone, require compromises, negotiation. Soft Systems Methodology is an attempt to apply science to human activity systems It is an iterative 7 stage approach to understanding a problem situation and deciding a potential solution if one exists SSM gives structure to fuzzy problem situations

Stage 1: Problem situation unstructured Checkland’s Soft Systems Methodology Stage 1: Problem situation unstructured Stage 2: Problem situation expressed (rich pictures) Stage 3: Naming of relevant systems (root definitions; CATWOE) Stage 4: Conceptual models Stage 5: Comparing conceptual models with reality Stage 6: Debating feasible & desirable changes Stage 7: Implementing changes

High probability Low probability

uncertainty

2. Problem situation not the problem itself Collect and sort information about the problem situation Organisational structure, processes transformations, path dependence. human factors gripes, perceptions, moods Specify echniques to be used (e.g. work observation, interviews, workshops) Express the problem/issue/situation with a rich picture - visual representation/communication The perhaps the meta model of the problem not the problem itself

CATWOE C: customer; (who will be affected by the transformation/new system?) A: actor (who would do these activities & what special skills are needed?) T: transformation process; what input is transformed in to what output? W: weltanschauung; the world view that makes the system/transformation meaningful? O: Who is the owner? Who is responsible? E: What are the outer dynamics/environmental constraints