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Organizations see themselves as legal entities whose influence is limited by the constitution of the organization and the offers (services/products) they provide. Their survival depends heavily on being efficient (perfecting their offers) and on efforts to control the future, so they can beat the competition. This belief becomes the foundation on how organizations structure themselves and how they strategize. Their governance system responds mainly to decisions that affect efficiency and/or how to stabilize the future. It has goals and controls (checks and balances) to keep the organization on this path.

What are organizations going to do when they achieve a high level of efficiency? What is the line of action when additional efforts to improve efficiency are not financially viable or customer value changes and their offers are not aligned with their values anymore? Are the efforts to stabilize the future being successful? Are they being cost effective? Are checks and balances successful? Are goals meaningful?

This type of approach froze organizations, by creating a rigid governance system whose only goals are to reduce the use of resources to produce the same output (or increase) and shield the organization from variability. This approach became the main reason why organizations cease to exist. A new approach to organizations is required and our goal is to pave the path for this new approach. Our first step is to share with you the type of environment organizations are within and main concepts so we can transform the way they must see themselves.