Managing the Progression of Unpredictability 

We define the unpredictability, unforeseen, and a permanent faster than ever changing market environment, employee und IT conditions simply with the formular:  

Loose of Effectiveness*Uncertainty*Time = Increasing Product Development Costs  

We define the prerequisite for initiating a change in any business matter as a business case. This is one of the reasons why we have placed significant emphasis on minimizing the impact of time on change business cases and have designed the Socioeconomic Kanban Systems. Keep change business cases low and designed the Socioeconomic Kanban Systems. 

The capacity of the Socioeconomic Kanban Systems to absorb disturbances and maintain its fundamental function, structure, and feedback system depends on well-defined change objectives and a structure for achieving rapid outcomes. We have found that even the most effective Kanban system may not align economically with business goals and outcomes. This is why our approach extends far beyond the conventional methods for transitioning from the current state to a desired state. 

Understanding the difference between adaptive and technical change is crucial for effective management. It enables organizations to navigate diverse challenges, fostering success and resilience in an ever-changing world by Socioeconomic systems – 1) The formulae: Loose of Effectiveness*Uncertainty*Time and 2) Function of time in Organisations and 3) The “illusion of transparency” is a cognitive bias. It refers to a systematic pattern of thinking in which individuals tend to overestimate the extent to which their internal thoughts, emotions, or states are apparent or “leak out” to others. And the main biases: Deterministic Future Bias: This bias involves the belief that future events are largely predetermined and predictable, leading to rigid thinking and resistance to change. Causality-Driven Decisions: This bias occurs when decisions are primarily based on identifying cause-and-effect relationships, potentially oversimplifying complex situations and neglecting other factors. 

The leverage of Socioeconomic Kanban Systems is deeply correlated with the product development strategy. 

  1. Mechanisms of ‘Waiting’ with the good regulator system, at all human and technical systems and aggregate the wait times into different clusters to figure out where the most inhibiting 
  1. Prioritize the resolution of waiting clusters. Here, the response time is the decisive pattern. We got taught that it is back to automate the waiting time mechansim 
  1. Supports coordination mechanisms of economic activities. 
  1. Informal structure is an important cultural value that is often highly underestimated. Moreover, informal structures are established at every hierarchical level, and these coalitions are often the real catalysts for making relational decisions or exchanging information.  
  1. Don’t think from A to be B in changes but moreover that change is a constant unexpected variable or development these days. 
  1. Based on Monte Carlo Forecasting: an “old faschnined” but Prototype, artifact, target date X is ready at Y with a probability of n%.” 
  1. Informal structures are built at any hierarchical level and these coalitions are often the real trigger for sensemaking relational decisions or information exchange.  
  1. Based on Monte Carlo Forecasting: Prototype, artifact, target date X is ready at Y with a probability of n%.” 

We have often experienced that these are most important the game-changers because Socioeconomic Kanban Systems ensure with the given approaches stabile interdependency systems witch very sensitive to signals of system disturbances. 

In a nutshell, our goal is to help your product development experts smarter changing to a fast reconfigurable and certain replicate. We’re simplifying complex processes, considering the people involved, by fostering the smart approach od Socioeconomic Kanban Systems to make it all happen.  


A fair question to ask before investing money is: How do you guarantee success by, let’s say, reducing non-value-added activities and speeding up decision-making processes? 

Enabling rapid response times to change product requirements and demands​ Enabling rapid response times to change product requirements and demands​ 

The department-specific challenges highlight the need for targeted solutions and improved inter-departmental cooperation to enhance overall organizational performance.​ 

Social Kanban Systems can be tailored to the socioeconomic aspects of any system engineering, product development or migrations. Such systems may incorporate economic and social factors into the Kanban methodology to enhance interdependency management and adaptability in a broader interdependency factor. 

Employers need more from their experts than ever. But often is employee trust in the organization’s hierarchy is eroding. Trust is vital for security. Knowledge workers often know more than their leaders, driving flexible ‘value-based’ structures. Sadly, often not recognized and anticipated from managers at all levels. Not being aware about such a situation let trust erode. Socioeconomic Kanban Systems are the solution to stop this circumstances and stabilize employee-turn over.  

From a critical client perspective, doubts arise regarding the organization’s ability to deliver value, meet deadlines, and provide a transparent and satisfying experience. ​ 

The structure is what the organization is, while the process is what the organization does. That is why we developed the socioeconomic kanban systems, which are designed to support your customers’ demands. That is why customers and suppliers have a special role in socioeconomic Kanban systems.

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