A Business Organization is an open System with parts as employees, assets, products, services, resources, and information that form a complex system.
As an Open Organization, the system interacts with its environment receiving resources Inputs, such as equipment, natural resources, and the work of employees. The Inputs are transformed, with processes called Throughputs, and are released into the environment as products, merchandise, or Services, the Outputs.
Feedback Loops are a vital feature of your Business.
They provide information to the organization by connecting the outputs to its inputs. A negative Feedback Loop indicates a problem, that should be corrected.
For example, the failure of a product design is indicated by the need to recall the product. A positive Feedback Loop can identify outputs that worked well. For example, a successful marketing campaign that gave high sales.
The management role of an organization as a system involves monitoring inputs, throughputs, outputs, and feedback loops and making changes to increase business effectiveness and profitability. All of today’s Business Intelligence tools use the Reductionism method, which is the process of breaking down a System to its constituting Elements and properties and then describing the whole System simply as the sum of the constituting Elements. Reductionism is proven highly successful in many fields and works very well when there is a low level of interconnectivity and interdependency of Elements within the System.
But most of today’s business systems, on the internet and in the open information world, have a high level of interconnectivity and interdependency and are primarily defined by their Elements Relations within the system and not by the static properties of constituting Elements, only.
The Synthesis of the Elements to the Whole should be performed prioritizing the Elements Relations than the properties itself.
We live the Paradigm Shift to the Systems, the Theory of Nature
The Blind Men and the Elephant.
Poem of John Godfrey Saxe
It was six men of Hindustan
To learning much inclined,
Who went to see the Elephant
(Though all of them were blind)
That each by observation
Might satisfy the mind.
The first approached the Elephant
And happening to fall
Against his broad and sturdy side
At once began to bawl:
"Bless me, it seems the Elephant
Is very like a wall".
The Second, feeling of his tusk,
Cried, "Ho! What have we here
So very round and smooth and sharp?
To me 'it mighty clear
This wonder of an Elephant
Is very like a spear".
The Third approached the animal,
And happening to take
The squirming trunk within his hands,
Then boldly up and spake:
"I see," quoth he, "the Elephant
Is very like a snake."
The Fourth reached out an eager hand,
And felt about the knee.
"What most this wondrous beast is like
Is mighty plain," quoth he;
"'Tis clear enough the Elephant
Is very like a tree!"
The Fifth, who chanced to touch the ear,
Said: "E'en the blindest man
Can tell what this resembles most;
Deny the fact who can,
This marvel of an Elephant
Is very like a fan!"
The Sixth no sooner had begun
About the beast to grope,
Than, seizing on the swinging tail
That fell within his scope,
"I see," quoth he, "the Elephant
Is very like a rope!"
And so these men of Hindustan
Disputed loud and long,
Each in his own opinion
Exceeding stiff and strong,
Though each was partly in the right
And all were in the wrong.
So oft in theologic wars,
The disputants, I ween,
Rail on in utter ignorance
Of what each other mean,
And prate about an Elephant
Not one of them has seen!