Results – Part 1


Below is the first list of achieved results.



1.    It turned out question 1 was solvable with a single word.

This word was published in 2011 as an addition to popular models for conquering complexity. The addition made it unnecessarily complicated. Unfortunately, it got lost in the information overload and conflicting advice.  

It also turned out that something was missing, as the necessary learning effect didn’t take place. That is the reason why we only provide this word after going through a little exercise. Do you want to know this word? If so, please click here


A rather simple guideline to solve one of the highest-impact areas undermining the effectiveness and competitive position of organisations.

2.    The changeable root cause op crippling bureaucracy and overwhelming complexity was found.  

This and just a few further root causes provided  insights for results such as those listed here. It did not matter whether it was for the core business, IT, government organisations or health services, the fundamental root causes turned out to be the same.   


Changeable (root) causes provide insights to what works. Perhaps more important, they also provide  insights to what does not work.   

3.    The highly complex communication and interaction space of question 3 was bridged. 

At EDS, an independent company at the time, a rather simple yet agile solution bridged the communication and interaction space for its 30,000 European employees. The solution was published as The (IT) Strategy Management Process, which turned out to be ahead of its time. Today’s name is Guided Self-OrganisationTM. In other words: as much freedom as possible for agility needs; as much steering as needed for stability needs.

So far, we have not found any other organisation that has achieved this level. We are happy to challenge any claims to the contrary through a ‘simple’ health check.  


To survive in today’s world, whatever the solution, this bridge must operate like a high-speed train. 

Guided Self-Organisation delivers the foundations to make agility and stability happen at the enterprise level.

4.    What exceptionally successful projects have done differently – also against PMI and Prince2 best practices.

Identifying what exceptionally successful projects have done differently became possible when the members of a think tank listened open and without restrictions to working practices, lessons learned and experiences of failed and exceptionally successful projects. One field of particular relevance became the acceptance and inclusion of complex outside dependencies impacting the projects.

Output: A health-check approach designed to identify what makes the project executable. Examples include  Guided Self-Organisation (see above) and the successful project to fight a potato disease, which had a dramatic impact on the harvest throughout the Netherlands (linked article is in Dutch).


Especially with high levels of complexity:

A drastic improvement in project success rates.

A fraction of the usual risks, costs and time needs.

A health check, including a method to quickly get through endless debates and to identify an executable solution framework (Method ‘de Monchy’). 

5.    Various steering mechanisms and coaching techniques suited for complex challenges.

Example: A single question at a crucial place within a governance process prevented the creation of a highly bureaucratic and costly global process.

Another steering mechanism in the virtual world of organizations replaced rigid stoplights with roundabouts. This delivered the open, non-linear process model, which in turn enabled the flow of knowledge and information.  


Motivation, innovation, agility, structural savings.


 It didn’t end here. Continue reading…


Want to know more?

You can also contact Eugen Oetringer directly at

+31-78-644 0199 (Nederland) or