Consulting from a systemic vision

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Organizations are social systems by nature, regardless of their purpose (lucrative or service), which makes them complex systems. Intervening in them with processes of formation, training, consulting and/or advisory functions requires a comprehensive consideration of their interactions and dynamism; which is why a systemic vision is fundamental for those who assume responsibility for these processes, in order to effectively contribute to the organization's development.

Facilitator:
 Carlos Rodríguez Combeller
Aimed at:

 Consultants, advisors and facilitators.
Duration:
 48 hours
Study plan:

Module 1

  •  Building a learning community.
  •  The first systemic model: work dynamics.

Module 2

  •  The second systemic model: the consulting process.
  •  Initial contact with the client.
  •  Consulting styles.

Module 3

  •   The nature of businesses: from start-ups to established companies.
  •   The third systemic model: composition of family companies.
  •   The main challenges of consulting for family companies.

Module 4

  •  The fourth systemic model: investor (non-family) companies, governments, NGOs, among others.
  •  Opportunities to apply the systemic approach in start-ups.

Module 5

  • The importance of using indicators in the consulting process.
  • The fifth systemic model: financial and operational indicators.
  • The origin of indicators, how they are calculated and presented.
  • Main challenges when using financial and operational indicators.

Module 6

  • The importance of understanding business models.
  • The sixth systemic model: Canvas, Lean start-ups, Strategic Business Units.
  • Opportunities to apply the systemic approach to business models and strategic business units.

Module 7

  • Diagnosing organizations with a systemic vision.
  • The seventh systemic model: organizational diagnosis
  • What results are we looking for with the organizational diagnosis?

Module 8

  • The eighth systemic model: an appreciative look into the future.
  • An exercise in appreciative searching or looking into the future.
  • How are the diagnosis and appreciative look complementary?

Module 9

  • Context diagnosis with a systemic vision.
  • The ninth systemic model: the organizational context.
  • What results are we looking for with the context diagnosis?

Module 10

  • Implementing changes in the company.
  • The tenth systemic model: planned organizational change.
  •  Managing regulatory, strategic, functional and formative changes.

Module 11

  • Assessment; how do we know that change is going in the right direction? When should we change the changes?
  • The importance of the balance between continuity and flexibility.
  • The end of the consulting process. All processes end, and closure is important.

Module 12

  • Theoretical-reflexive significant learning.
  • Significant learning about the consulting process with a systemic vision.
  • Significant learning about models and tools.
  • Significant learning about managing difficult cases.

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