Have you ever felt overwhelmed by tough problems because no matter what you do, they keep coming back? Maybe your deliverables are not as promised, and their production takes more time and money than budgeted, with visible friction and conflict among employees. At Anticipated Outcome we make you confident and successful at tackling these systemic

KNOWLEDGE will not attract money, unless it is organized, and intelligently directed, through practical PLANS OF ACTION, to the DEFINITE END of accumulation of money. Lack of understanding of this fact has been the source of confusion to millions of people who falsely believe that “knowledge is power”. It is nothing of the sort! Knowledge

Every business system is subject to change. After all, continual development of the system’s capability and capacity increases complexity and thereby the chance of internal friction and conflict. In addition, businesses operate in dynamic environments, with ever changing consumer preferences, and competing value propositions. The CEO is uniquely responsible for adjusting and changing the system―to

Have you noticed the fundamental disconnect between hot business-topics and recurring challenges that confuse and bewilder the majority of decision makers worldwide? If so, you must have recognized that the methods and tools people like to talk about have hardly any bearing on what a business system needs in order to be effective, sustainable, and

Back in 2010, IBM conducted face-to-face interviews with 1,541 CEOs, general managers and senior public sector leaders from around the world. Seventy-nine percent of all participants said they were anticipating a rapid escalation in their business’s levels of complexity―in addition to uncertainty and volatility. More than half of these leaders doubted their own ability to

Do you recognize the following pattern? Employees are expected to be creative, think outside the box, in order to innovate products and services, including the very business processes that create and deliver those value propositions. Yet, their ideas are judged on the existence of scientific–peer-reviewed–evidence, or on what thought-leaders have to say on the topic,

Question:   Why are systemic problems seemingly without solution? Answer:   Because of the decision maker’s insistence to adhere to specific familiar beliefs, rules, theories, best-practices, or the use of specific and generally preferred resources, thereby effectively maintaining the status-quo. Consequently, the obstacle to finding an appropriate solution in a timely manner is not due to a

Two thirds of all executive leaders participating in IBM’s worldwide study Capitalizing on Complexity admitted to being bewildered and befuddled by complexity. Being perplexed by the complexly interconnected nature of the business processes for which they assumed ultimate responsibility foreshadows their ineffectiveness at leading change initiatives to resolve systemic problems, and to steer the company