Systems Planning℠ brings its consolidated experience to the wider community in an exemplar manner, with special attention to scientific rigour, understanding, and empowerment — from posse [L], to be able. Individuals and organisations are expected to develop their autonomy: by their own drive and dedication, plus the appropriately accompanied mature knowledge and competence-building as uniquely organised and practised by Systems Planning℠.
Beneficiaries — city, state, enterprise, civil society
Benefactors — development aid agencies, philanthropic organisations
Development Aid Agencies African Development Bank (AfDB) Asian Development Bank (ADB) Caribbean Development Bank (CDB) Colombo Plan (CP) Development Bank of Latin America (CAF) European Bank for Reconstruction and Development (EBRD) European Investment Bank (EIB) Inter-American Development Bank (IADB) International Fund for Agricultural Development (IFAD) International Labour Organisation (ILO) International Monetary Fund (IMF) International Red Cross (ICRC) Organisation for Economic Co-operation and Development (OECD) Technical Centre for Agricultural and Rural Cooperation ACP-EU (CTA) United Nations Children's Fund (UNICEF) United Nations Conference on Trade and Development (UNCTAD) United Nations Development Programme (UNDP) United Nations Food and Agriculture Organisation (FAO) United Nations Population Fund (UNFPA) United Nations Environment Programme (UNEP) United Nations Industrial Development Organisation (UNIDO) World Bank — International Bank for Reconstruction and Development (IBRD) World Bank — Multilateral Investment Guarantee Agency (MIGA) World Food Programme (WFP) World Health Organisation (WHO) World Trade Organisation (WTO)
Philanthropic Organisations Bill & Melinda Gates Foundation (BMGF) Charles Stewart Mott Foundation (CSMF) Draper Richards Kaplan Foundation (DRKF) Ford Foundation (FF) Frederick Mulder Foundation (FMF) James Dyson Foundation (JDF) Rockefeller Foundation (RF) Skoll Foundation (SF) Stavros Niarchos Foundation (SNF)
Academic Support Agencies and Programmes Deutscher Akademischer Austauschdienst (DAAD) Grupo Tordesillas/ Fundación Carolina (GT/FC) Fulbright Scholar Program (US) Erasmus+ (EC)
Assistance with Grants NSF (2004) A Guide for Proposal Writing. Arlington, VA: National Science Foundation Kraicer, J. (1997) The Art of Grantsmanship. Toronto: University of Toronto
Disclaimer: Systems Planning℠ has no association with any of the organisations listed above, and listing does not represent endorsement
By the Selective Commissioning™ principle, Systems Planning℠ works with progressive and demanding organisations featuring Youthful Minds™ — i.e. with curiosity to understand ‘how things work’ and freedom to ’make things right’. These are initial conditions, and are rarely formalised.
At a more detailed level, in order to form appropriate work relationships — e.g. according to experience, knowledge, rigour, and/ or skills —, it is essential to get to knowpeople and/ or documentsper se.
Depending on the degree of formality required, a fitness-for-purpose or Suitability Screening℠ may be necessary.
Origin— innate or induced (e.g. by circumstances, stimulation) Support/ Outreach— PPM, HTW
Freedom to ‘make things right’
Enablers— e.g. capacity, determination, authority Support/ Outreach— PLC, HST, TQM
Escape from change — e.g. “I know A is best, but I opt for B because it implies less change in my life” Escape from investment — e.g. “I know A is best, but I opt for B because it is cheaper” Escape from learning — e.g. “I do not need to learn any of this; I know enough as it is” False support/ Escape forward — e.g. “I vote for A (although I don’t quite understand it)” False trust/ Safety in numbers/ Herd behaviour — e.g. “I choose B because it is the top seller” False trust/ Fashionista behaviour — e.g. “I trust only mainstream brands”
Over the years, and with substantial institutional backing, Systems Planning℠ has shaped, shown, and shared its value through case studies, synergy, and dissemination. This set constitutes a track record of the more visible elements (i.e. effort and outcomes) of the Systems Planning℠ masterplan, which are but a subset of what is actually making a difference.
Systems Planning℠ attends to quality assurance through comprehensive provisions — i.e. by establishing an official practice, and observing fair play principles as well as quality standards.
As for quality itself, it is a key issue of concern in many contexts, from the objective description of substance to an expression of its ‘goodness’.
Establishes: diagrammatic expression of arguments — hallmark of Explicit Planning™ (SF2™) Facilitates: insight into situations, concepts, explanations, etc. Prevents: volumes of text that nobody has the time nor patience to read, verify, or remember
Establishes: comprehension of structure and function — foundation of Competitive Advantage™ Facilitates: dynamics, complexity, problems, etc. Prevents: the inappropriate use of measurements and statistics by the consulting industry
Establishes:trustworthy communication through traceability, objectivity, accuracy, and precision Facilitates: reasoning, argumentation, communication, etc. Prevents: the ‘face-value’ (e.g. reputation, image) acceptance of flawed documents or discourses
Gentle — Mindsets are to be addressed and explored, not attacked Humane — Curiously, people are shaped by the culture they shape Friendly — Teams are formed on trust, rapport, and a common mission Resilient — Work has both success and failure, but all projects must conclude Loyal — Sincere people, undertakings, and reasoning deserve attention