The business team standard: A means of improving the effectiveness of individual businesses in a multibusiness corporation

The paper describes a project carried out within a major chemicals corporation to improve the performance of the individual businesses. This was to be done by clarifying some of the organisational uncertainties in its structure and improving the way that specialists form coalitions to address market challenges together. The approach used was based on “systems thinking”, which is an intellectual framework of knowledge that attempts to view organisations as wholes and which studies the processes of change in any part in the context of the whole organisation. Some of the important concepts of systems thinking are explored as they might be applied within a business organisation. Specifically the tool used was the Viable System Model of Stafford Beer, which the authors interpreted and developed into a set of statements (“a Standard”) which describe best practice in such organisations. Managers have used this to explore possible gaps in their organisations and, with this understanding, find ways to improve performance.

[1]  S. Piereson,et al.  In Search of Excellence: Lessons from America's Best-Run Companies. By Thomas J. Peters and Robert H. Waterman, Jr. New York: Harper & Row, 1982 , 1983 .

[2]  A. Campbell,et al.  Corporate strategy: The quest for parenting advantage , 1995 .

[3]  Raul Espejo,et al.  The Viable System Model , 2020, Systems Approaches to Making Change: A Practical Guide.

[4]  P. Lawrence,et al.  Developing Organizations: Diagnosis and Action , 1969 .

[5]  Peter Checkland,et al.  Soft Systems Methodology in Action , 1990 .

[6]  Peter Checkland,et al.  Diagnosing the system for organizations: S. BEER Wiley, Chichester, 1985, 152 + xiii pages, £7.50 , 1986 .

[7]  M. Snowdon.  The Heart of Enterprise , 1979 .

[8]  Jay R. Galbraith.  Designing Complex Organizations , 1973 .

[9]  Andrew Campbell,et al.  Corporate-Level Strategy: Creating Value in the Multibusiness Company , 1994 .

[10]  Peter Checkland,et al.  Systems Thinking, Systems Practice , 1981 .

[11]  Michael Hammer,et al.  Reengineering Work: Don’t Automate, Obliterate , 1990 .

[12]  R. H. Waterman,et al.  In search of excellence : lessons from America's best-run companies , 1983 .

[13]  P. Senge.  THE FIFTH DISCIPLINE , 1997 .

[14]  P. Senge.  The fifth discipline : the art and practice of the learning organization/ Peter M. Senge , 1991 .

[15]  Geoffrey Owen,et al.  Why ICI chose to demerge , 1995 .

[16]  R. Espejo.  What is systemic thinking , 1994 .

[17]  Ada Demb,et al.  Organization for Program Management , 1979 .

[18]  S. Beer.  The Brain of the Firm , 1972 .

[19]  L. Vogel,et al.  Strategy and Structure , 1986 .

[20]  P. P. Schoderbek.  Management systems , 1971 .