Our management approach draws on systemics (coherent entities), cybernetics (functioning systems), and bionics (nature's solutions applied to organisations). These sciences enable self-regulation, self-organisation, and evolutionary learning.
Economy and society are shifting from an old world, we know, to a new one, we don't know yet. Driven by five forces, including AI and systemic complexity, the GreatTransformation21® demands a fundamentally different approach to management.
Management is a learnable profession, not a personality trait. Expert performance doesn't equal management ability. The craft goes far deeper than most organisations assume.
Profitability stable, but growth lags. If markets track GDP and share gains are limited, firms enter new markets. Research says success is rare, yet conservative plans promise profit in 3 years. Why do ~75% fail - and how replace hope with evidence?
PIMS spans five decades. The question: did success factors change? Despite dot-com and platform hype, the evidence points to continuity: competitive strength, attractive markets, and fit still drive performance.
2020–23 was unprecedented: many firms faced a double recession - Covid’s behaviour shock, softened by state support, then the Ukraine-war inflation spike, where rate hikes deliberately squeezed borrowers to curb prices.
Corporate calls: 'We’re benchmarking your operations - fill in the form.' You dread the league table, the irrelevant comparisons & the inevitable demand: 'Best quartile is X - reach it in 18 months.' - 'But my business is different!' won’t matter.
Comparisons may be odious, but they’re essential for learning from data. Faced with performance metrics across outlets, rigs, factories, or service centres, we build league tables hoping poor performers can learn from the best.
Complexity is rising. Research shows it drives direct and hidden costs. Yet “reduce complexity” is rarely simple: cuts can backfire via lost revenue. This note explains why - and how to manage complexity with care.
Syntegration für Strategie, Transformation, Fusionen, Kostensenkung und Konfliktlösung – vielseitig einsetzbar für die komplexesten Herausforderungen Ihrer Organisation.
Für die komplexen Herausforderungen unserer Zeit sind bestehende Tools zu langsam und zu wenig wirksam. Spätestens bei der Umsetzung beginnen die Probleme – wenn es tausend Gründe gibt, warum die vermeintliche Lösung nicht funktioniert.
We use Syntegration for diverse purposes: developing holistic strategies, managing reorientation, efficiently planning large-scale transformations, handling mergers, reducing costs, and resolving conflicts.
For the complex challenges of our time, existing tools are too slow and not effective enough. The problems start at the implementation stage at the latest, when there are a thousand reasons why the supposed solution does not work.
The pims.ai Podcast explores how evidence-based management and organisational transformation unlock business potential. Discover how predictive analytics and system-based solutions help leaders master complexity and turn strategy into action.
Lubricant manufacturers across the globe are contending with a range of complex challenges.
The Profit Impact of Market Strategy (PIMS®) programme is an empirical research initiative that analyses the relationship between business strategy and performance outcomes.
PIMS pioneered Customer Value measurement, proving its central role in strategy. It developed Customer Value Management as a discipline for strategy, pricing, segmentation, and process improvement.
Most corporations aim to invest in “winners”, preferably in profitable businesses in large and growing markets. They spend considerable sums with consultants to get estimates of market sizes, structures and detailed growth rates for the years ahead.
Every enterprise starts life with a founder’s conviction that a need isn’t being met properly. That is true of the fifth school in a town, the third cycle shop, or the first Ethiopian restaurant.
Erklärung des PIMS Forschungsprogramms.
Seit 1973 verfolgt das Unternehmen das Ziel, Unternehmenspotenziale zu erschließen und setzt dabei auf evidenzbasiertes Management statt auf Wunschdenken.
Das Konzept der Syntegration. Es hat schon Unternehmen wie VW geholfen, komplexe Herausforderungen zu meistern. Ein Prinzip, das Menschen und Wissen so verbindet, dass sie gemeinsam lösungsfähig werden.
Sidney Schoeffler was the founding genius of the PIMS® programme. This article is a 2023 update of his 1977 research. The intervening 43 years have amply demonstrated how timeless his findings were: remarkably little needed changing.
Your business’s “full potential” equals the financial results top peers achieve. If you’re below that, chances are high - but a clear path to improvement can be mapped.
Sales organisations aren't dying – but context determines whether they're a good or bad cost. PIMS data from 12,600+ businesses shows spend levels, customer type, purchase size, and market share all shape when salesforces drive profit vs. drain it.
Working capital levels get scrutinized by the corporate treasurer when interest rates are high and profit margins are squeezed.
Good business management transforms limited resources into maximum results, requiring strong people skills, customer insight, process and product knowledge, and a focused, organized approach to getting key things done.
The Covid-19 pandemic is of global proportions and its economic implications across all industries and sectors will undoubtedly be more severe than any other event in our memories.
In the post-Covid world, industries and business models are transforming at breakneck speed. But the faster you go, the more important it is to have a reliable navigation system.
Lubricant makers face mature markets, volatile costs, tariffs, inventory issues, low productivity, downtime, inefficiency, high spend, and talent loss. Focus is growing on key performance drivers with the largest gaps to best practice.
