{"id":251870,"date":"2026-01-10T14:14:58","date_gmt":"2026-01-10T13:14:58","guid":{"rendered":"https:\/\/staging.socius.de\/?p=251870"},"modified":"2026-06-03T12:16:42","modified_gmt":"2026-06-03T10:16:42","slug":"the-intelligent-organisation","status":"publish","type":"post","link":"https:\/\/staging.socius.de\/en\/organisationsentwicklung\/die-intelligente-organisation\/","title":{"rendered":"The intelligent organisation"},"content":{"rendered":"<div class=\"et_pb_section_0 et_pb_section et_section_regular et_block_section\"><div class=\"et_pb_row_0 et_pb_row et_block_row\"><div class=\"et_pb_column_0 et_pb_column et_pb_column_4_4 et-last-child et_block_column et_pb_css_mix_blend_mode_passthrough\"><div class=\"et_pb_text_0 et_pb_text et_pb_bg_layout_light et_pb_module et_block_module\"><div class=\"et_pb_text_inner\"><p data-renderer-start-pos=\"123\"><img decoding=\"async\" class=\"wp-image-251874 size-medium alignleft\" src=\"https:\/\/staging.socius.de\/wp-content\/uploads\/The-Viable-System-Model-by-Stafford-Beer-Beer-1979-203x300.png\" alt=\"\" width=\"203\" height=\"300\" \/>My first encounter with the\u00a0<strong data-renderer-mark=\"true\">Viable System Model (VSM)<\/strong> came about while searching for the most cryptic diagram possible for a Power Point Karaoke. What <a href=\"https:\/\/ia802300.us.archive.org\/25\/items\/brain-of-the-firm-reclaimed-v-1\/Brain%20of%20the%20Firm%20-%20Stafford%20Beer.pdf\">Stafford Beer<\/a> The music that the musician who put down on paper at the end of the 1970s is, at first glance, a fascinating imposition: very suitable for karaoke, but definitely too bulky for shirt-sleeved OE practice.<\/p>\n<p data-renderer-start-pos=\"487\">The VSM is experiencing an astonishing renaissance in the current complexity discourse. It opens up a view of the often overlooked \u201ethird dimension of organising\u201c (<a href=\"https:\/\/link.springer.com\/book\/10.1007\/978-3-658-45630-6\">Pfiffner 2024<\/a>): In addition to the classic organisational structure (<strong data-renderer-mark=\"true\">Anatomy<\/strong>) and the process-oriented workflow organisation (<strong data-renderer-mark=\"true\">Physiology<\/strong>), the focus here is on the control and communication systems - the \u201e<strong data-renderer-mark=\"true\">Neurology of the organisation\u201c<\/strong>.<\/p>\n<p data-renderer-start-pos=\"487\">\n<h3 data-renderer-start-pos=\"883\"><strong data-renderer-mark=\"true\">From complexity monster to practical tool<\/strong><\/h3>\n<p data-renderer-start-pos=\"933\">Mark Lambertz's achievement in \u2019Intelligent Organisation\u201e is to present Beer's theoretical plank in such a way that the reader does not suffer an overdose of abstraction. He uses <strong data-renderer-mark=\"true\">tangible example is the German national football team<\/strong>, to explain the five subsystems of control that every organisation needs to be viable (<em data-renderer-mark=\"true\">viable<\/em>):<\/p>\n<ul>\n<li data-prosemirror-content-type=\"node\" data-prosemirror-node-name=\"paragraph\" data-prosemirror-node-block=\"true\" data-pm-slice=\"1 1 []\"><strong>System 1 (Operation):<\/strong>\u00a0The place of value creation, the actual \u201edoing\u201c that creates the impact <em data-prosemirror-content-type=\"mark\" data-prosemirror-mark-name=\"em\">(in football: goalkeeper, defence, midfield\/forward).<\/em><\/li>\n<li data-prosemirror-content-type=\"node\" data-prosemirror-node-name=\"paragraph\" data-prosemirror-node-block=\"true\"><strong>System 2 (coordination):<\/strong>\u00a0 Support and location of the self-organisation of the first system. The instance that keeps value creation going and prevents the units of system 1 from \u201estealing each other's moulds\u201c <em data-prosemirror-content-type=\"mark\" data-prosemirror-mark-name=\"em\">(assistant coaches, team doctors, caterers, etc.)<\/em><\/li>\n<li data-prosemirror-content-type=\"node\" data-prosemirror-node-name=\"paragraph\" data-prosemirror-node-block=\"true\"><strong data-prosemirror-content-type=\"mark\" data-prosemirror-mark-name=\"strong\">System 3 (operational management):<\/strong>\u00a0Tactical Management, which continuously organises the optimisation of the interior. Incl: System 3*, which analyses fluctuations in sporadic audits. <em data-prosemirror-content-type=\"mark\" data-prosemirror-mark-name=\"em\">(Coach and team manager)<\/em><\/li>\n<li data-prosemirror-content-type=\"node\" data-prosemirror-node-name=\"paragraph\" data-prosemirror-node-block=\"true\"><strong data-prosemirror-content-type=\"mark\" data-prosemirror-mark-name=\"strong\">System 4 (future\/strategy):<\/strong>\u00a0The strategic management, the periscope that keeps the view and the voice outside. (<em data-prosemirror-content-type=\"mark\" data-prosemirror-mark-name=\"em\">National coaches, scouts and staffs<\/em>)<\/li>\n<li data-prosemirror-content-type=\"node\" data-prosemirror-node-name=\"paragraph\" data-prosemirror-node-block=\"true\"><strong data-prosemirror-content-type=\"mark\" data-prosemirror-mark-name=\"strong\">System 5 (identity\/framework):<\/strong>\u00a0Normative management. The compass that shapes the \u201ewhy\u201c (purpose and vision) of the organisation and marks out the playing field. <em data-prosemirror-content-type=\"mark\" data-prosemirror-mark-name=\"em\">(DFB committees and team council)<\/em><\/li>\n<li data-prosemirror-content-type=\"node\" data-prosemirror-node-name=\"paragraph\" data-prosemirror-node-block=\"true\"><strong>Environment (market &amp; stakeholders)<\/strong>The mosaic of business and social stakeholders and environmental developments <em>(associations, sponsors, fans, opponents)\u00a0<\/em><\/li>\n<\/ul>\n<p>&nbsp;<\/p>\n<p>The allocation to the systems is not free of overlaps. Unlike an organisation chart, it is not a question of clearly locating individual actors in one place in the model - the five systems are more like arenas in &amp; between which information and perspectives on management are wired. The model can be applied to any detailed level of the system (the entire organisation, a department or even just a team).<\/p>\n<p>&nbsp;<\/p>\n<h3 data-prosemirror-content-type=\"node\" data-prosemirror-node-name=\"paragraph\" data-prosemirror-node-block=\"true\" data-pm-slice=\"1 1 []\"><strong data-prosemirror-content-type=\"mark\" data-prosemirror-mark-name=\"strong\">The law of experorderual diversity<\/strong><\/h3>\n<p data-prosemirror-content-type=\"node\" data-prosemirror-node-name=\"paragraph\" data-prosemirror-node-block=\"true\">The Viable Systems Model is rooted in the realisation of Ashby's Law: <em data-prosemirror-content-type=\"mark\" data-prosemirror-mark-name=\"em\">\u201e<strong data-prosemirror-content-type=\"mark\" data-prosemirror-mark-name=\"strong\">Only variety can absorb variety<\/strong>.\u201c<\/em>\u00a0An effective solution system must therefore have at least the same complexity (variety) as the problem or the environment that it wants to solve (perhaps this also explains why I find the fine-grained logic of the VSM to be so complex in these cases). <em data-prosemirror-content-type=\"mark\" data-prosemirror-mark-name=\"em\">crazy times<\/em> suddenly seems somehow obvious after all).<\/p>\n<p data-prosemirror-content-type=\"node\" data-prosemirror-node-name=\"paragraph\" data-prosemirror-node-block=\"true\">The central message is relatively simple: Lambertz exposes the widespread \u201etheatre of control\u201c in his remarks. He points out: Intelligence in a modern organisation does not mean that clever minds steer lonely from the command bridge. True organisational intelligence is created through networking that allows the system to continuously learn and steer itself.<\/p>\n<p data-prosemirror-content-type=\"node\" data-prosemirror-node-name=\"paragraph\" data-prosemirror-node-block=\"true\">Peter Kruse also realised this in his <a href=\"https:\/\/www.youtube.com\/watch?v=xyhmyCbxxTs&amp;list=PL24CF5346613925C0&amp;index=1\" data-prosemirror-content-type=\"mark\" data-prosemirror-mark-name=\"link\">Leadership Talks<\/a> to the point:<\/p>\n<blockquote>\n<p data-prosemirror-content-type=\"node\" data-prosemirror-node-name=\"paragraph\" data-prosemirror-node-block=\"true\"><em data-prosemirror-content-type=\"mark\" data-prosemirror-mark-name=\"em\">\u201eWir haben \u00fcber Jahrhunderte eine Tradition der Verhinderung von Vernetzung. Das F\u00f6rdern von Vernetzung ist das Loslassen dieser Verhinderung. (...) Wenn wir es in einer hochkomplex vernetzten Welt nicht schaffen, die Freiheit von komplexen Netzwerken zu erzeugen, finden wir leider nicht mehr die L\u00f6sungen die wir brauchen\u201c.<\/em><\/p>\n<\/blockquote>\n<p data-prosemirror-content-type=\"node\" data-prosemirror-node-name=\"paragraph\" data-prosemirror-node-block=\"true\">Wie handlungsleitend auf dem R\u00fccken dieser Erkenntnis die Management Prinzipien und die Axiome des VSM sind, die Lambertz dem geneigten Publikum im zweiten Teil des Buches geduldig in leichter Sprache erl\u00e4utert, mag jede:r selbst entscheiden. Hilfreich sind auf jeden Fall die Formate, mit denen das Modell als Analyse- und Designrahmen in der OE Praxis genutzt werden kann und die Fallbeispiele aus Unternehmen und Organisationen, die diese Anwendung illustrieren. Hier kommt Lambertz' langj\u00e4hrige Beratungspraxis im Bereich digitaler Strategien und agiler Organisationsmodelle gut zum Tragen. Den Abschluss des Buches bilden ein paar \u201eHirnhappen\u201c zur Gestaltung der Systemelemente und zum allgemeinen Umgang mit Komplexit\u00e4t in Organisationen. All good.<\/p>\n<p data-prosemirror-content-type=\"node\" data-prosemirror-node-name=\"paragraph\" data-prosemirror-node-block=\"true\">\n<h3 data-prosemirror-content-type=\"node\" data-prosemirror-node-name=\"paragraph\" data-prosemirror-node-block=\"true\"><strong data-prosemirror-content-type=\"mark\" data-prosemirror-mark-name=\"strong\">Conclusion<\/strong><\/h3>\n<p data-prosemirror-content-type=\"node\" data-prosemirror-node-name=\"paragraph\" data-prosemirror-node-block=\"true\">The Viable Systems Model is not a \u201epaint-by-numbers\u201c approach. Rather, it is a new pair of glasses. Anyone who puts them on suddenly sees the missing feedback loops, the blocked channels and the unutilised potential of control everywhere. \u201eThe Intelligent Organisation\u201c offers a low-threshold and entertaining introduction for all those who want to design the neurology of organisations in a complexity-oriented way.<\/p>\n<p data-prosemirror-content-type=\"node\" data-prosemirror-node-name=\"paragraph\" data-prosemirror-node-block=\"true\"><img decoding=\"async\" class=\"wp-image-251873 size-medium alignleft\" src=\"https:\/\/staging.socius.de\/wp-content\/uploads\/lambertz_die-intelligente-Organisation-214x300.jpg\" alt=\"\" width=\"214\" height=\"300\" srcset=\"https:\/\/staging.socius.de\/wp-content\/uploads\/lambertz_die-intelligente-Organisation-214x300.jpg 214w, https:\/\/staging.socius.de\/wp-content\/uploads\/lambertz_die-intelligente-Organisation-9x12.jpg 9w, https:\/\/staging.socius.de\/wp-content\/uploads\/lambertz_die-intelligente-Organisation.jpg 373w\" sizes=\"(max-width: 214px) 100vw, 214px\" \/><\/p>\n<p data-prosemirror-content-type=\"node\" data-prosemirror-node-name=\"paragraph\" data-prosemirror-node-block=\"true\"><strong>\u00a0Mark Lambertz<\/strong><\/p>\n<p data-prosemirror-content-type=\"node\" data-prosemirror-node-name=\"paragraph\" data-prosemirror-node-block=\"true\"><strong>Die intelligente Organisation - ein Playbook f\u00fcr organisatorische Komplexit\u00e4t<\/strong><\/p>\n<p data-prosemirror-content-type=\"node\" data-prosemirror-node-name=\"paragraph\" data-prosemirror-node-block=\"true\"><strong>5th edition 2026, BusinessVillage Verlag<\/strong><\/p>\n<p data-prosemirror-content-type=\"node\" data-prosemirror-node-name=\"paragraph\" data-prosemirror-node-block=\"true\"><strong>ISBN: 9783869804095<\/strong><\/p>\n<\/div><\/div><\/div><\/div><div class=\"et_pb_row_3 et_pb_row et_block_row\"><div class=\"et_pb_column_4 et_pb_column et_pb_column_4_4 et-last-child et_block_column et_pb_css_mix_blend_mode_passthrough\"><div class=\"et_pb_divider_0 et_pb_divider et_pb_space et_pb_divider_position_top et_pb_module\"><div class=\"et_pb_divider_internal\"><\/div><\/div><\/div><\/div><\/div><div class=\"et_pb_section_1 et_pb_section et_section_regular et_block_section\"><div class=\"et_pb_row_6 et_pb_row et_block_row\"><div class=\"et_pb_column_9 et_pb_column et_pb_column_4_4 et-last-child et_block_column et_pb_css_mix_blend_mode_passthrough\"><div class=\"et_pb_module et_pb_button_module_wrapper et_pb_button_0_wrapper\"><a class=\"et_pb_button_0 et_pb_button et_pb_bg_layout_light et_pb_module et_block_module btn-petrol\" href=\"\">Subscribe to SOCIUS brief<\/a><\/div><\/div><\/div><\/div><div class=\"et_pb_section_2 et_pb_section et_section_regular et_block_section\"><div class=\"et_pb_row_7 et_pb_row et_block_row\"><div class=\"et_pb_column_10 et_pb_column et_pb_column_1_3 et_block_column et_pb_css_mix_blend_mode_passthrough\"><div class=\"et_pb_image_4 et_pb_image et_pb_module et_block_module\"><span class=\"et_pb_image_wrap\"><img decoding=\"async\" src=\"https:\/\/staging.socius.de\/wp-content\/uploads\/Socius_Logo-linksbuendig-e1663770875539-1.png\" width=\"289\" height=\"62\" srcset=\"https:\/\/staging.socius.de\/wp-content\/uploads\/Socius_Logo-linksbuendig-e1663770875539-1.png 289w\" sizes=\"(max-width: 289px) 100vw, 289px\" class=\"wp-image-32690\" title=\"change essentials\" alt=\"change essentials\" \/><\/span><\/div><div class=\"et_pb_module et_pb_button_module_wrapper et_pb_button_1_wrapper\"><a class=\"et_pb_button_1 et_pb_button et_pb_bg_layout_light et_pb_module et_block_module btn-green\" href=\"https:\/\/socius.mymemberspot.de\/auth\/register?offerid=UPqDVTz5YHUDtbAoAHIL&#038;offername=SOCIUS%20change%20essentials%20\" target=\"_blank\">Register for free<\/a><\/div><\/div><div class=\"et_pb_column_11 et_pb_column et_pb_column_2_3 et-last-child et_block_column et_pb_css_mix_blend_mode_passthrough\"><div class=\"et_pb_text_4 et_pb_text et_pb_bg_layout_light et_pb_module et_block_module\"><div class=\"et_pb_text_inner\"><p>Discover practical tips for self-organised work in our free online course, the SOCIUS change essentials. 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Register and also receive the SOCIUS brief, our newsletter with exciting topics and events.<\/p>\n<\/div><\/div><\/div><\/div><\/div>","protected":false},"excerpt":{"rendered":"","protected":false},"author":4,"featured_media":249673,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"inline_featured_image":false,"footnotes":""},"categories":[565],"tags":[],"class_list":["post-251870","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-organisationsentwicklung"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.7 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Die intelligente Organisation - SOCIUS Organisationsberatung gGmbH<\/title>\n<meta name=\"description\" content=\"Im aktuellen Komplexit\u00e4tsdiskurs erlebt das VSM eine erstaunliche Renaissance. 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