Download Customer Showcase: How Malik Management is using

» 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.
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.
» 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.
The Malik Viable System
(VSM)
®
Model
Is there an invariant structure …
„ … to control a complex system?“
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) … 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) … 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) … 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) … 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) … 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.
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.
Project Procedure
2 Critical Management
1 Definition
Basic Structure
Structure follows Strategy
5 Job Description
Task Identification
… always keeping the customer perspective
6 Deep Structure
Deduction
… ensuring long term viability
Elaboration
… and responsibilities
3
4 System Function
Chart Completion
… clarifying interfaces
Critical Management
Task Alocation
… anchored on all levels
VSMi Client
VSMi Client
Server component (see details)
SharePoint as persistence store
Business Layer
VSMinteractive 2.0
Role
Management
(User
Authentication,
Rights)
Business Model
Data Layer
Interface
SharePoint Data
(Create, Update,
Get Upload,
Download)
SharePoint
Connection
(Office 365, Local,
Network)
Presentation Layer
Licensing
Visio
One Control switching between
Visio Viewer and Visio Drawing
Control
(View, Create, Update)
Server Installer
(creates lists,
workflows and
base data)
UI
License Check
SharePoint Online
SharePoint
(Data lists, Document Libraries, Workflows, User Authentication,
File Versioning)
Excel Export
Interface
On Premise
SharePoint
Server
Diagrams
(Editable/
Viewable/
Exportable)
Improved and with
presence integration
Improved client comment pane,
including presence information
Title
Day / Time
Room
What's New in Visio and Visio Services 2013
Monday
11:00am
Reef
CRM BI and Workflow tracking with Microsoft Visio
Tuesday
5:00pm
Banyan ABCD
Developing SharePoint Workflows with SharePoint Designer 2013 and Visio Pro 2013
Tuesday
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 Experts
Wednesday
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 2013
All 4 Days
Labs
Lab: Design BI dashboards with PerformancePoint Services 2013
All 4 Days
Labs
[email protected]
[email protected]
MySPC
http://myspc.sharepointconference.com