“I would like to emphasize that it was the processes and frameworks that are now being introduced through the Leading Net Services programme that helped me secure this agreement. This deal is evidence to show that the system mapping processes work, and I would hope it encourages others to experiment as the outcomes that are achievable can be measured in millions of Euro’s.”

Account Director,
Telecoms (after securing a $5m contract from a leading Telecom’s company)

About System Mapping®

The System Mapping® process is comprised of three elements. First, data collection. The System Maps™ themselves are a physical, graphic representation of an entire organization. The data to create these maps is collected from the target organization via our proprietary on-line data collection tool. Because the data collection tool can analyze data from many different demographics within an organization, it creates a “thin slice” that shows what is happening throughout the organization.

The second element is data analysis. Because the initial analysis is done in real-time, building the System Map™ as the data is collected, the information can be used immediately in a consultant-facilitated session with your clients present or in a “closed door” meeting with your consultant team.

The third element is action planning. Once the issues have been highlighted, the System Map™ rapidly identifies the impact each issue has upon the organization, traces its root causes, and then tests the required actions before they get implemented. With this process, you ensure that your clients are spending their valuable resources on the right issues, the actual root causes of problems, and the right actions to achieve sustainable change.

The System Mapping® process enables the participants to:

  • Complete a thorough analysis quickly, so that the outcomes are timely and the actions relevant and sustainable.
  • Quickly pinpoint the actual root cause of an organizational issue.
  • Understand where people in the organization stand on issues (their perceptions) and use the factual data to affect movement toward greater alignment (without the emotional walls that often occur when groups are out of alignment).
  • Engage both the left and right sides of the brain to both understand the data and create a robust and sustainable plan.
  • Actively participate in the process, so there is immediate buy-in and commitment to action.

Unlike the usual organizational review report that take months to create, then sits on the bookshelf, this process can be set up, undertaken and actioned in less than a month.

Proven Background of System Mapping®

The development of System Mapping® began in 1997 when Rebecca Carrier and Nic Smith expanded their work into organizational development. It grew in response to client requests for improving the quality of decisions and actions. These early interventions included organizations such as:

  • Merck Pharmaceuticals (input to strategic planning – Newark, 1998)
  • StorageTek European Management Team (planning events – Annecy, France, 1999-2000)
  • Novell (Selling Net Solutions program – global locations, 1999-2001)
  • Sun MicroSystems (Global Sales Training Needs Analysis – global locations, 2000-01)
  • AT&T EMEA (Changing the customer service model in Europe, Netherlands, 2002-3)
  • QUALCOMM (Cross Functional Homeland Security project – San Diego, 2003)
  • Children’s Hospital (Transition Project – Denver hospital facility relocation, 2006-7)
  • Thomas & Betts (Plant Management Team – lean management review, Albuquerque, 2008 - 2009)
  • Sony Ericsson Mobile Communications, (Action Learning Projects; part of the global ‘energize your leadership’ program – global locations, 2005-08)

Over the years Carrier and Smith enhanced System Mapping® by bringing in improved practices to build upon the original systems thinking/systems dynamics foundation. These other practices include mind mapping, cognitive load theory, double loop learning, thin-slicing and adult learning theory.

The System Mapping® process that emerged combines a visual framework and embedded data, which has been further developed into an on-line process. This process enables consultants to make use of the complex approaches of system thinking by presenting an easy-to-understand high-level view of their client’s organization, highlighting connections between the different parts of the organization, and facilitating an understanding of the often-hidden dynamics.

End-users are diverse, global organizations, which demonstrate that the process and technology translates across both national cultures and different industry sectors. This makes System Mapping® a valuable business tool for any organization around the world.