Bottleneck-focused strategy

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The term bottleneck-focused strategy (EKS) is used for courses that support the formulation of personal or business strategies . The strategy focused on bottlenecks was established by Wolfgang Mewes in 1970. The distance learning book was published from 1971 to 1989 under the name Cybernetic Management Theory (EKS) . The terms energo-cybernetic strategy and evolution-conform strategy are also used. They all describe the same strategy, but indicate a slightly different focus of the observer.

Emergence

The origin of the topics of the distance learning courses from Mewes got its decisive impetus from balance sheet accounting, cost accounting and business administration. It is based on the insight that it is not the cost and income ratios, but the respective power and dependency relationships that are decisive for the development of people and companies. - In classical business administration, the influence of power was first published in 1976 and u. a. discussed under the name " principal-agent theory ". In addition to the documented practical career and company successes, the scientific safeguarding of the EKS is based on findings in particular from evolutionary theory and system science.

strategy

According to Mewes, strategy does not - as usual - mean long-term success planning, but the way in which one's and allied forces are optimally deployed for the benefit of one's target group (see also the Prussian “ lopsided order of battle ”). Your own profit is optimized through the target group benefit. The mechanisms of action of the EKS postulated by Mewes lead to disproportionate results. By using these mechanisms, people and companies can achieve above-average success (such as Würth, Kärcher and many others). The primary form of mediation was and is a distance learning course that can be obtained from the Darmstadt study group. Richard Seeger has developed an electronic version of the EKS under the name EKS-PC. The current further development is offered as a web-based learning management system or as blended learning and contains the original material, more recent case studies, user software, database systems, forums, wikis, blogs, etc. v. a. The rights to it (and previously the rights to use the plant in 2008) were taken over by the St. Gallen Management Center. Mewes had already received the Federal Cross of Merit on ribbon; In 2010 he was also honored with the Life Achievement Award of the training industry.

The course modules aim for companies, people, regions and municipalities to specialize according to their resources in order to increase their success in the market niche . This is to be distinguished from the term niche strategy , which is not subject to trademark protection.

EKS users have been organized in the Federal Association of Strategic Forum e. V. (www.strategy.net). This non-profit organization supports its members through its own media (strategy journal) and regional and central events (www.strategie-kongress.de). In 1980, the German Strategy Forum eV was formed into the Strategy Advisory Group (www.beratergruppe-strategy.de), an association of management consultants who are connected through the application of the principles of Mewes' work.

Bottleneck analysis

The bottleneck analysis is an integral part of the EKS strategy, which Mewes initially called 'evolution-conform strategy', referring to the law of the minimum for plant growth. The growth of plants is restricted by the minimum factor (the relatively scarce resource). If this minimum factor (e.g. nutrients) is procured, the plant continues to develop without restriction. Mewes claims that this principle applies to all networked systems, including commercial enterprises. The growth of plants as well as of farms can be promoted by adding the respective minimum factor.

Mewes describes the minimum factor for economic units mostly as a bottleneck that has to be analyzed and overcome for better development. According to Mewes, the central bottleneck is the deficiency most strongly felt by a narrowly defined target group with similar problems. Innovations that eliminate this deficiency lead to a favorable development of one's own company.

The 4 basic principles

  1. Concentration of strengths on potentials for strengths, reduction of dissipation
  2. Orientation of the forces towards a narrow target group
  3. Go into the gap (market niche)
  4. Developing in-depth problem solving , striving for market leadership

Cybernetic Management Theory (EKS)

Mewes is considered a pioneer of cybernetic management theory in Germany. - The protagonists of the EKS also weight their importance and effect differently. According to Malik, the specialty of the EKS is its dynamic form of specialization. It thus makes a significant contribution to overcoming complexity and shows that orchestration with other cybernetic tools is of great importance for the management of complex systems. As the owner of the trademark rights, Seeger also claims the authority of interpretation. Then the new version of the cybernetic management theory (EKS) forms a synthesis between the previous doctrines of power and the more recent knowledge of cybernetics. This is particularly where its epoch-making importance lies.

Mewes shows the ways to achieve a strategic key position of individuals (employees, freelancers and entrepreneurs) and the improvement of the power and dependency relationships in the mosaic of socio-economic units (departments, companies and markets). The EKS understood in this way is therefore also a strategy for the effective promotion of careers in almost all professions.

The cybernetic management theory (EKS) presents itself as an alternative or supplement to the established business administration. If a company is run solely on the basis of traditional business administration, as it was conceived in the 1980s, the dynamism required to implement innovations and develop competitive advantages is missing. Accounting is also unilaterally geared towards the recording and increase of balance sheet assets. As an evolutionary social and economic model with a management based on cybernetics, this EKS is a better solution for companies. The cybernetic management theory (EKS) also differs from the later published EKS strategy with its phase model. The central core of the cybernetic management theory (EKS) is a calculation method and balanced scorecard which was presented by Wolfgang Mewes in the 1970s and which is geared towards development bottlenecks . In 1976, during a study carried out by the European Management Program ESCAE Amiens, the EKS was rated as the most promising strategy in an international comparison of cybernetic management models. Richard Seeger, who has the right to edit Mewes' work within the meaning of § 3 UrhG, develops e-learning courses, EKS balances and programs for corporate management based on cybernetic management theory (EKS).

In general, the tools provided with EKS enable the regulation and control of projects, companies and organizations.

See also

Individual evidence

  1. ↑ Herbert Gross: Chances are changing - thoughts on growth. Econ Verlag, Düsseldorf / Vienna 1976, ISBN 3-430-13582-6 .
  2. ↑ Cybernetic Management Theory (EKS). Mewes Verlag, Frankfurt am Main, ISBN 3-922062-00-8 .
  3. ↑ Hermann Simon: The secret winners - The success strategies of unknown world market leaders. Campus Verlag, 1996, ISBN 3-593-35460-8 .
  4. ↑ Bernd Venohr: Growing like Würth - The secret of global success. Campus Verlag, Frankfurt am Main 2006.
  5. ↑ Hans Hass, Horst Lange-Prollius: Creation goes on. Seewald Verlag, Stuttgart-Degerloch 1978, ISBN 3-512-00496-2 .
  6. ↑ Kerstin Friedrich, Fredmund Malik, Lothar J. Seiwert: The big 1x1 of the success strategy. Gabal, 2009.
  7. ↑ Frederic Vester : New territory of thinking - from the technocratic to the cybernetic age. Deutsche Verlagsanstalt, Stuttgart 1980, ISBN 3-421-02703-X .
  8. ↑ Kerstin Friedrich, Fredmund Malik, Lothar Seiwert: The big 1x1 of the strategy for success - EKS success through specialization. Gabal Verlag, Offenbach 2009, ISBN 978-3-86936-001-0 .
  9. ^ Reinhold Würth: Contributions to corporate management. Paul Swiridoff Publishing House, Schwäbisch Hall 1985, ISBN 3-921279-07-0 .
  10. ↑ Framework conditions for the development of life: the energon theory of Hans Hass and its position in the sciences . Natur und Wiss, Solingen 1996, ISBN 3-927889-28-8 .
  11. ↑ Hans Bürkle (Ed.): Myth Strategy - with the right strategy for market leadership. Gabler Verlag, Wiesbaden 2010, ISBN 978-3-8349-1835-2 .

literature

  • Kerstin Friedrich, Fredmund Malik, Lothar Seiwert: The big 1x1 of the success strategy. Gabal Verlag, Offenbach 2009, ISBN 978-3-86936-001-0 .