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The Executive Mastermind

Enhancing Decision-Makers’ Power to Adjust or Change in order to Cope with New or Unforeseen Circumstances. 


In everything we do, we firmly believe in endeavoring to gain ever deeper insight into the nature and character of a business system rather than to judge its people.

After all, no matter what you want to accomplish, you need a business system to make it happen!

Also, who can govern a system successfully without understanding its nature and character?

Adapting to new and unforeseen circumstances challenges a decision-maker’s ability of:

  • Adjusting the business system for turbulence in the socio-economic and geo-political environment.
  • Aligning business processes with a strategic direction for pursuing the intended vision.
  • Conducting a strategic course correction to improve the chances of achieving that vision.



Investing limited company money and executive time on coping with new and unforeseen circumstances should pay off for both the business system and its executives in terms of:


  • Positioning the business beyond the possibility of defeat (see Sun Tzu in the Art of War)
  • Increasing morality; avoiding collapse of the business system due to moral conflict
  • Reducing the duration of confusion and disorder when faced with events
  • Agility; adapting the business system with speed & flexibility to events as they enfold
  • Increasing profitability through differentiation and a quality business system
  • Increasing the quality of the business system in order to reduce cost
  • Increasing differentiation of products and services; avoiding convergence with competing value propositions
  • Increasing the level of creativity & innovation for self-renewal and re-invention
  • Increasing the level of effectiveness at business governance
  • Increasing the level of efficiency of business governance
  • Balancing the business system’s activities with its intended results
  • longevity; increasing the sustainability of a business system
  • Humanity; engaging the human intellect to improve sustainability and profitability
  • Honesty and values; acting on what we believe to be true and self-evident
  • Increasing resourcefulness of all employees; pride and professionalism
  • Improving trust among all employees on all hierarchical levels
  • Hierarchical- and Intellectual Integrity; walk your talk
  • Becoming a purpose-driven force; having a unifying vision
  • Becoming the obvious choice for the intended target audience
  • Increasing employee- and buyer loyalty to the business
  • Unity; all in the same boat – no more “we vs. they”
  • Increasing the level of individual leaders’ competence at command & control
  • Increasing self-confidence of all decision-makers; understanding business governance
  • Increasing decision-makers’ peace of mind with every decision they take
  • Increasing CEO-tenure




□       Events befuddle and bewilder executive decision-makers to the extent that they become ineffective at governing the business system under their Command & Control.

□       Individual executives are personally attacked for failing to adapt to new and unforeseen circumstances. The rate of early dismissals for under-performance is on the increase.

□       CEO-tenure is down to 6.1 years. For a new CEO to obtain his/her intended results for his/her own strategic plan requires a lead-time of 3-5 years. Therefore, new CEOs are left with only a narrow margin for error; time to learn from mistakes and become successful.

□       Shareholder derivative suits have been successful in demanding the replacement of individual executives, thereby discouraging any creativity and innovation because it bears too much personal risk for an individual executive.

□       The Directors and Officers liability insurance market base their risk assessment more on the insured executive’s individual character and personality rather than a business’ financial statements; management has become personal and you’d better measure up!




□       Climbing the hierarchical ladder requires a manager to assume responsibility for an ever widening area of expertise that eventually encompasses the entire business.

□       Events tend to have a systemic effect that influences multiple areas of expertise. Furthermore, different events influence different areas of expertise differently. Therefore, the possession of deep domain expertise in any single category of specialized knowledge is not a likely source for successful solutions to any current or future event.

□       Management Education specializes in teaching deeper deep-domain expertise in a single silo of specialized knowledge, such as leadership, finance or marketing. Therefore, Management Education fails to prepare Executives for assuming ultimate responsibility for the successful governance of an entire business system. Hence, executives are expected to acquire these essential skills by osmosis. This means effectively that they are required to learn these skills on the job. But, no-one in the C-suite has experience assuming ultimate responsibility and a reduction in CEO-tenure allows less time to achieve the expert status that a new CEO is expected to possess from day one!




□       No matter what you want to accomplish in business, it can only be realized through the business system, which is comprised of people (including executives), the value chain and the human-value chain interfaces.

□       Any business system requires active business governance for its design, construction, implementation, maintenance and management.

□       Systems function successfully when managed according to certain principles of governance.

□       Systems fold back into themselves according to certain patterns of collapse.

□       Assuming ultimate responsibility for the successful governance of an entire business system requires of executive decision-makers that they have intimate knowledge and insight into the principles of governance and patterns of collapse. This expertise is essential for organizing deep-domain expertise, such as leadership, finance or marketing, and the intelligently directing of that expertise towards the realization of a unifying vision of service to others. That is The Missing Link in Management Education!




□       Specialized knowledge in a single area of expertise, a.k.a. Silo Management, has a narrow scope with a high level of detail. Therefore, its curriculum is limited in its offering to three levels; 1) Beginners  2) Intermediate  3) Advanced. As a result, the possibilities for up-selling or repeat purchases by one and the same student/buyer is also limited.

□       Specialized knowledge in Organizing and Directing, a.k.a. Business Governance, has a wide scope with a low level of detail. Therefore, its curriculum is practically limitless in offering new and previously unknown perspectives on how to govern a business system through good and bad economic times. As a result, it has virtually limitless possibilities for up-selling and repeat purchases because there are always new angles and perspectives to explore in order to gain ever deeper insight into the nature and character of a business system.

□       Silo Management PRE-scribes Best practices that are the result of analysis.

□       Business Governance DE-scribes the principles of business governance that is the result of Synthesis; giving meaning to the detailed analysis of a business system’s component parts.

□       Business governance makes sense out of theories such as those on leadership, strategy, marketing, resource management, organizational climate and organizational processes.

□       Insight into the nature and character of a business system enables change, including creativity & innovation for the necessary re-invention and self-renewal.

□       Understanding business systems on an organic level generates demand for deeper domain expertise in one or more silos of specialized knowledge. This is a “Pull” vs. “Push” strategy for those that offer such specific expertise.

□       Business governance compels the inviting into the Mastermind of material experts from branches of the Military on strategy, Quality Management on Deming’s System of Profound Knowledge, the National Transportation and Safety Board (NTSB) on Human Error, Anthropology on the collapse of societies, Employee engagement on Open Book Management and Employee Ownership, etc.

□       The Missing Link in the Value Chain is therefore presented in the format of a Master Mind that, apart from all the genius of participants, includes that of all material experts.

Wouldn’t you want to have access to those brilliant minds for solving your important and urgent issues that could cost you your executive job in case of under-performance?




We are making The Missing Link in the Value Chain™ curriculum available to current and future executive decision-makers in cooperation with Industry Associations, Executive Coaching organizations, Management Consulting Organizations and other organizations for Management Education worldwide.


If you are a decision-maker in one of such organizations, who knows that his/her performance today is better than it was yesterday and that tomorrow it will be even better than today, and you believe what we believe, then email Hans Norden at Hans@AnticipatedOutcome.com or call him direct at (858) 344-1137. He is awaiting your inquiry for collaboration on this exciting journey that makes a difference in the lives of all stakeholders.

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