7. The world’s leading knowledge organization in General Management, Leadership and Governance. Prime address for education, consulting, application of management systems and solutions for mastering complexity. »Our mission is to provide solutions for reliably functioning organizations of all kinds by answering the question What is right and good management? »Established in 1973 as a foundation by the Society for Management Research at the University of St. Gallen, Switzerland. »Converted into Malik Management Inc., St. Gallen, in 1984 for research and practical application based on the Malik Management Thinking System. »Today, Malik Management is unique in its integrated scientific approach to general management, educating and consulting more than 12’000 executives per year. »Some 300 employees with scientific qualification and practical experience in the business, public, academic and scientific domains. »The Malik Networks in Management Cybernetics as well as Management Bionics are the largest worldwide.

8. The Malik Viable System Model ® (VSM)

9. Is there an invariant structure … „ … to control a complex system?“

11. a)… fulfill the purpose of an organisation (do what the client is paying for), b)… must autonomously cope with the complexity and dynamics of their environment, c)… thus need high autonomy and their own resources (budgets,..) d)… and assign part of their autonomy to the whole system and must abide by the rules of the game to benefit from it. Examples Regions, countries, projects, states, production lines, product groups etc. a)… fulfill the purpose of an organisation (do what the client is paying for), b)… must autonomously cope with the complexity and dynamics of their environment, c)… thus need high autonomy and their own resources (budgets,..) d)… and assign part of their autonomy to the whole system and must abide by the rules of the game to benefit from it. Examples Regions, countries, projects, states, production lines, product groups etc.

12. a)… regulates the interplay of the operative units b)… helps avoiding possible conflicts c)… and enables self-coordination between the operative units (Systems 1). Examples Control-systems, rules and regulations, guidelines, common language, implicit rules of the game, standards etc. a)… regulates the interplay of the operative units b)… helps avoiding possible conflicts c)… and enables self-coordination between the operative units (Systems 1). Examples Control-systems, rules and regulations, guidelines, common language, implicit rules of the game, standards etc.

13. a)… optimises of the cooperation between the Systems ONE, b)… distributes the disposable resources for the optimisation of the whole, c)… identifies and realises synergies and ensures the use of experience and knowledge, d)… implements existing success potentials into ROI e)… and releases regulations and ensures that they are followed. Examples Operative planning, budgeting, annual targets, definition of rules and regulations etc. a)… optimises of the cooperation between the Systems ONE, b)… distributes the disposable resources for the optimisation of the whole, c)… identifies and realises synergies and ensures the use of experience and knowledge, d)… implements existing success potentials into ROI e)… and releases regulations and ensures that they are followed. Examples Operative planning, budgeting, annual targets, definition of rules and regulations etc.

14. a)… direct observation of the Systems One, b)… supplies System THREE with unfiltered information to enhance decision making (what is really happening?), c)… checks whether the settlements are followed as agreed, d)… checks whether the processes are effective and efficient; whether activities and quality meet the expecations e)… and is an informal information channel for the System 3. Examples Ad-Hoc inspections, mystery shopping, direct customer, employee contact etc. a)… direct observation of the Systems One, b)… supplies System THREE with unfiltered information to enhance decision making (what is really happening?), c)… checks whether the settlements are followed as agreed, d)… checks whether the processes are effective and efficient; whether activities and quality meet the expecations e)… and is an informal information channel for the System 3. Examples Ad-Hoc inspections, mystery shopping, direct customer, employee contact etc.

15. a)… recognises and interprets the environment and develops an understanding of the organisation within her environment (opportunities & risks), b)… makes suggestions for future development and consults with System 3 (ensures adaptability), c)… builds up future potential for success d)… and communicates with the environment (media, associations, actionnairies, authorities, etc.). Examples Strategy development, recruiting, benchmarking etc. a)… recognises and interprets the environment and develops an understanding of the organisation within her environment (opportunities & risks), b)… makes suggestions for future development and consults with System 3 (ensures adaptability), c)… builds up future potential for success d)… and communicates with the environment (media, associations, actionnairies, authorities, etc.). Examples Strategy development, recruiting, benchmarking etc.

16. a)… defines the purpose of an organisation: „What business are we really in?“, b)… sets the standards, values and barriers, c)… works on the corporate policy and supervises the organisation d)… and guards the interplay of System 3 – 4 and makes normative decisions in cases of emergency. Examples Corporate Identity, Corporate Governance, Rules of Conduct etc. a)… defines the purpose of an organisation: „What business are we really in?“, b)… sets the standards, values and barriers, c)… works on the corporate policy and supervises the organisation d)… and guards the interplay of System 3 – 4 and makes normative decisions in cases of emergency. Examples Corporate Identity, Corporate Governance, Rules of Conduct etc.

17. Each viable system is embeded into a viable system and consists of viable systems itself. This way, the entire system with all its units and managerial functions - including products, client groups and regions - is described in one single model. Each viable system is embeded into a viable system and consists of viable systems itself. This way, the entire system with all its units and managerial functions - including products, client groups and regions - is described in one single model.

18. Project Procedure

19. Definition Basic Structure Structure follows Strategy 1 Critical Management Task Identification … always keeping the customer perspective 2 Critical Management Task Alocation … anchored on all levels 3 Deep Structure Deduction … ensuring long term viability 6 System Function Chart Completion … clarifying interfaces 4 Job Description Elaboration … and responsibilities 5

37. Improved client comment pane, including presence information Improved and with presence integration

38. TitleDay / TimeRoom What's New in Visio and Visio Services 2013Monday 11:00am Reef CRM BI and Workflow tracking with Microsoft VisioTuesday 5:00pm Banyan ABCD Developing SharePoint Workflows with SharePoint Designer 2013 and Visio Pro 2013Tuesday 5:00pm South Seas Ballroom CDFJI Customer showcase: Bringing business agility using Visio Services, Azure, Windows Phone and SharePoint Online to Deliver Australia Wednesday 9:00am South Pacific Ballroom F Customer showcase: How Malik Management is using Visio for High-End Business Process Consulting Services Wednesday 10:30am South Pacific Ballroom F Ask the ExpertsWednesday 6pm Expo Floor Developing Advanced BI Visualizations with Visio & SharePoint in Office 365 with Azure data integration Thursday 10:30am South Seas Ballroom E Lab: Building a Market Trends dashboard using Visio Services in SharePoint 2013All 4 DaysLabs Lab: Design BI dashboards with PerformancePoint Services 2013All 4 DaysLabs

40. MySPC