What is a Management Center System?

Enterprises build and employ Management Center® systems to transform the way they work to match and exceed the demands of our high-speed information culture. They do this by integrating work process design, innovative architecture, technical systems and information management--tools, process and environment. Management Centers represent a systematic reinvention of the way people think, decide and work together to accomplish organizational goals. Management Centers provide organizations with an enhanced capacity to anticipate, plan, and act.

Management Center® systems provide Transition Managers with the proper tool to manage all of the Seven Domains as a total system:

• growing and adapting the body of knowledge required to model the internal and external environment and then create appropriate organizational responses
• facilitating the processes of decision making, design, the way work gets done individually or with others in order to release group genius--the genius that provides the enterprise with a competitive and cooperative edge
• creating education systems to help organizations explore beyond their current boundaries of performance and invention, and training systems to set the memes of new performance standards quickly throughout the complexities of the value web
• employing environments that allow individuals and groups to see the whole picture and the details, to collaborate effectively, work individually, and change configuration within a matter of minutes to accommodate the expansion or contraction of ideas, groups, plans and designs
• using technical systems to leverage education systems and more rapidly adapt the body of knowledge to the external business, social, technological and political environment--so much so that truly effective organizations have a greater hand in creating the external environment, and doing so in a responsible, healthy way
• managing projects collaboratively with less waste, more innovation, and an ability to see into the "white space" between activities--the place where unanticipated opportunities are mined and unforeseen disasters averted
• managing the entire value web as a venture, including dozens or thousands of individuals and other organizations into a synergistic whole, each part maintaining its identity and ability to lead sapientially, while contributing to the work of the whole and the other parts

Management Center systems were invented to address the specific technological, social and economic conditions and opportunities facing organizations now and in the future. In their broadest terms, these conditions are characterized by a rapid and accelerating rate of change, and the inability of most organiations to effectively respond to that rate of change through traditional (typically incremental and linear) approaches.

The technology that both brings us all closer together, yet separates us even from those sitting next to us allows a web of activity to be woven. The transfer of information, matter and energy across this web ratchets up the level of total system complexity, which in turn drives the rate of change (as more individual nodes share information, the level of innovation and invention increases). Organizations employ structures designed to help them fill niches in their environments. These structures remain entirely requisite unless the rate of change in the environment eclipses the flexibility of the structure. In this case, the organization may respond with either a nose dive into oblivion or a turnaround inspired by structural redesign.

In order for organizations to thrive and grow int this environment they need capacities that Management Center systems provide, like these:

• the ability to anticipate and track internal and external changes
• the ability to respond quickly and appropriately to new conditions, and thus "turn turbulence into opportunity"
• the ability to readily reconfigure internal operations to meet changing demands
• the ability to align members of an organization to address new challenges
• the ability to design new processes and develop the conditions to support high-performance
• the ability to master complexity, and continually be able to discern the critical events and trends in an era of information overload
• the ability for each individual to see the whole as well as the parts, and to apply a systems perspective to their work

MG Taylor operates its own centers in Hilton Head, South Carolina, and Palo Alto, California. We have developed a number of Navigation Center™ systems for our clients, including Borgess Health Care Alliance, Detroit Edison Energy, Continuum Health Partners, NASA, the United States Air Force F-15 project, and Arnold Engineering Development Center.

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