Malik Responsible Soy Syntegration

© Malik 2016© Malik
System-cybernetic
Malik ManagementSystems®
for mastering complexity
Malik SuperSyntegration®, St. Gallen, January 26 – 29, 2016
Round Table on Responsible Soy - Malik Institute
“100% Responsible Soy in Europe”
February 15, 2016
Lic. Oec. Jens Ostergaard Organizer
Dr. Constantin Malik Organizer, Exploration Team
M.A. Econ. Maria Sourlas Lead Exploration Team
Dipl. Oec. Josef Coellen Lead Exploration Team
Dr. Christiane Gebhardt Exploration Team
M.A. Jan Fischer Exploration Team
Dr. Nam Nguyen Exploration Team
Prof. Dr. Ockie Bosch Exploration Team

Topics Overview
SummaryContents
page 2© Malik 2016. All rights reserved. Publication and distribution only with explicit consent of Malik.
© Malik 2016
This document, its content and the methods and concepts implemented in this document are protected by copyright laws,
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Privileged Customer Content: All content of this document is for internal use only of RTRS and the participants of the
Responsible Soy Malik SuperSyntegration® January 2016.

Topics Overview
SummaryContents
On September 25th, 2015, 193 World Leaders committed to 17 Global Goals
to reach 3 crucial objectives towards a better world: End poverty, halt climate
change and fight injustice and inequality. This is the biggest attempt in the
history of the human race to make the world a better place.
On January 26th, 2016, 31 experts representing 26 organizations committed to
the “Responsible Soy Initiative” came together in Switzerland to make their
contribution towards these 3 objectives.
Their Goal: “100% Responsible Soy in Europe”

Topics Overview
SummaryContents
Content
1. Introduction page 5
2. Syntegration® results “100% Responsible Soy in Europe” page 14
Result 1: Transformation Initiated page 15
Result 2: Topics and Measures page 18
Result 3: Reflection 1 - based on the Malik Sensitivity Model page 29
Result 4: Reflection 2 - based on the Malik Viable System Model page 41
Result 5: Reflection 3 - based on the Malik Culture of Functioning Model page 48
Result 6: Reflection 4 - based on the Malik Navigation System page 58
Result 7: Effective Implementation via the “Transformation Navigation Hub” page 61

April 1, 2016© Malik
SummaryContents Topics Overview
1. Introduction and Executive Summary
“What do we have to do, with our stakeholders or all together, to
achieve 100% responsible soy products for food, feed and other
applications into and inside Europe by 2020?”

Topics Overview
SummaryContents
“100% Responsible Soy in Europe”
This result report is a navigational instrument for
the strategic and operative project management
This report contains the results of the participants and the Malik Exploration Team.
At the same time it provides useful insights for implementation and instruments
implementation control via a Transformation Navigation Hub (TNH).
1. Executive Summary
Overview of the result highlights (2 pages, blue slides)
Summary of in depth results (7 pages, green slides)
2. Results
Overview and highlights of the participants’ results
Reflections by the Malik Exploration Team
3. Appendix
Compilation of results of the participants

Topics Overview
SummaryContents
31 experts shaping Europe‘s future towards responsible soy
Malik Institute, St. Gallen January 26-29 2016

Topics Overview
SummaryContents
31 experts from 26 organizations contributed to the results
Among them …

Topics Overview
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Start of fundamental change
Syntegration = Synergy + Integration
31 experts participated in a Malik SuperSyntegration® event, which took place in
St.Gallen, Switzerland, from January 26 – 29, 2016. The goal was to collectively
master the challenge of achieving 100% responsible soy products in Europe by
2020. The results are documented in this report. The event took place based on the
initiative of Olaf Brugman, President of the RTRS.
The Malik SuperSyntegration® method used the collective knowledge of 31
experts. Compared to conventional methods, this process is 80 times as effective
and reduces the time invested by roughly 90%. What lies beneath is a novel
communication technology which coordinates the participants in such a way that
their knowledge, intelligence and creativity as well as their motivation is optimally
brought together in a vivid interaction to generate the best solutions for the opening
question. Already at the initial phase of the transformation process the participants
showed an impressive performance in generating a solution within the challenge at
hand under the guidance of the Malik team.
The Malik Exploration Team provides the system-cybernetic management
methodology and toolset needed for organizations to function under ultimate
complexity conditions in times of fundamental change. It helps determining the
current position, navigating the transition, and identifying the appropriate next
steps. Altogether, the Malik SuperSyntegration is a powerful social technology
designed to help transform.

Topics Overview
SummaryContents
Results on three levels
The Malik SuperSyntegration® method leads to results on three levels simultaneously:
1. On the operational level
Delivers optimal solutions for resolving the challenge posed by the Opening Question.
2. On the socio-cultural level
Ensures a common understanding and commitment around the developed solutions and
creates a robust pioneering spirit towards implementation. A first mindset change much required
to push the transformation forward becomes visible.
3. On the implementation level
Development of a master implementation plan controlled by a cybernetic “Transformation
Navigation Hub” ensuring effective and efficient implementation.

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SummaryContents
The fundamental challenge:
The Great Transformation of the Soy Industry
Responsible Soy
Soy Industry Today
Opening Question
“What do we have to do, with our
stakeholders or all together, to achieve 100%
responsible soy products for food, feed and
other applications into and inside Europe by
2020?”
Evolutionarypathofrelevantsystemsaspects
Past
Today
Future Time
Optimal path of
development
Foundations of future existence
Foundations of present existence

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Executive Summary: 7 results at a glance (1/2)
1. The platform for “Responsible Soy” has been ignited.
The participants created breakthrough insights on how “Responsible Soy” can be fully achieved in
Europe through strategic collaboration, a common purpose and a governance structure.
2. The 12 most important challenges have been identified within which 34 measures have
been worked out.
Through the Syntegration method, the knowledge and ideas of the individual participants was
integrated in in such a way that a common starting ground with concrete initiatives towards solving
the opening question was developed in just 3.5 days.
3. The strong interconnection of subjects and measures calls for system-cybernetic
navigational methods.
The system reacts slowly. This is why a multitude of control levers have to be moved
simultaneously to advance the necessary transformation. Conventional management methods are
not effective enough for controlling the implementation, which calls for new knowledge and tools
from system cybernetics.
4. Only a “coalition of the able and willing” can turn the current reality of the soy industry
into the envisioned future.
Transforming today’s reality - a growing, lucrative soy industry will require effort from within and
outside the current system; a “coalition of the able and willing”. To mobilize such a coalition
placing the initiative within the bigger context of a sustainable world might prove helpful. Once the
network has been activated, it will require a governing body with a clear purpose to which all of the
relevant stakeholders can commit.
R3
R2
R1
R4

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Executive Summary: 7 results at a glance (2/2)
5. Culture eats strategy for breakfast! Common purpose and will for action can only be found
in the MSS® Initiatives
Strong individual values, diverse interests and expert knowledge characterize the “Responsible
Soy Community”. For the joint initiative to be successful, cultural change will be necessary. A
common agreed on inclusive purpose behind which everyone can commit will be the strongest
lever from a cultural point of view. It will trigger acceptance, a sense of accountability and trust
which at the moment are critically low.
6. Strategy is the blind spot in the “Responsible Soy Community”
To get a full strategic picture, two strategic issues must be discussed for the “Responsible Soy
Initiative”: a) The influence of substitution and b) The influence of disruptive strategies. Additionally
one could observe in the discussions that each organization within the community is following their
individual strategy. An alignment of these various strategies would be necessary so as to
concentrate the strategic power in a focal point.
7. Effective implementation through the “Transformation Navigation Hub” (TNH)
Conventional implementation methods often fail, especially when dealing with a network of
different stakeholders across industries. To safeguard implementation, central coordination is
crucial. A TNH can act as a governing body providing custom-designed solution labs for each of
the identified measures.
R7
R5
R6

SummaryContents Topics Overview
2. Syntegration® results in detail

Topics Overview
SummaryContents
Result 1
The platform for responsible soy has been ignited
1. In just 3.5 days the Syntegration changed the participants’ perspective dramatically.
This led to a more realistic viewpoint of the challenge at hand in terms of the
feasibility of the developed action points.
2. The method facilitated the participants to create breakthrough insights on how
“Responsible Soy” can be fully achieved in Europe - especially by creating deeper
insights into options for strategic collaboration and awareness how we can steer and
develop a network of organizations around a common purpose.
3. Syntegration therefore, is already part of the inclusive and non-hierarchical
governing mechanism needed to make this network effective.
4. 34 key action points were developed; “more than any other method could have
provided”.
5. Forming a “coalition of the able and willing” will be key to push implementation of the
key action points forward.

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SummaryContents
The Syntegration changed the participants’ perspective
1. Focus on crops1. Focus on crops
… value proposition of
stakeholders in the value chain
… value proposition of
stakeholders in the value chain
2. Perfection2. Perfection
… stepwise approach, living labs
and lessons learned
… stepwise approach, living labs
and lessons learned
4. Why4. Why … What and How… What and How
5. Proliferating complexity
of the soy world
5. Proliferating complexity
of the soy world
… stakeholder driven strategic
pathways and pilot initiatives bring
clarity
… stakeholder driven strategic
pathways and pilot initiatives bring
clarity
6. Blockages6. Blockages … opportunities… opportunities
3. Everything3. Everything … Focussed… Focussed
7. Defensive7. Defensive … experimental… experimental

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6 months
100%
Effect
Time
80%
50%
∞
96% of the participants rated the effectiveness of the
Syntegration as „very good“ and „good“.
Conventional methods
Exploration /
Analysis Implementation
control
“100% Responsible
Soy in Europe”
With the Syntegration “100% Responsible Soy in Europe”, 31 participants representing
26 organizations reached a common ground to ignite the responsible soy platform
Implementation is the biggest challenge yet
ahead – it mostly fails if done with
conventional tools.
Supported by a system-cybernetic
“Transformation Navigation Hub” (TNH)
effective implementation can be realized at
maximum speed. 80% of the impact can
be achieved within twelve months.
92% of the participants rated the information and knowledge exchange triggered by
the Syntegration communication technology as „very good“ and „good“.
«Unique, world class tool! Very enriching and insightful.»
«It was a very valuable experience. I felt it has helped to
embed some of the challenges and opportunities the
group has and feels it belongs to all of us.»
«Really inspirational, great atmosphere, fantastic method.»
12 months

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Result 2
The 12 most important current challenges were identified and 34 actions have been
jointly developed to address them
1. From hundreds of possible topics, participants have filtered, using a special process,
those 12 that they themselves considered to be the most important in answering the
opening question.
2. 12 optimally formulated working groups have worked in 3 steps on the best possible
solutions to these challenges.
3. For the implementation of these solutions a total of 34 actions have been identified.

Topics Overview
SummaryContents
The twelve subjects of the Syntegration = action fields
with the Syntegration‘s color codes
Hyperlinks: lead to the results of the according topics in the appendix
Government Engagement: How can we achieve stronger
government engagement for responsible soy?
Red
Create Pull: How can we create more pull for responsible soy
from the demand side?
Black
Global Mapping: How can we achieve more transparency
and a traceable supply base through global mapping?
Orange
Stepwise to Responsible Soy: What steps do we need to
take, in order to effectively channel the different responsible
soy initiatives towards common goals?
Green
Responsible Soy Alliance: What do we need to do to create
a Responsible Soy Alliance that can enhance government &
stakeholder engagement most effectively?
Gold
Commodity Collaboration: How can we collaborate more
effectively with responsibility initiatives of other commodities?
Silver
Incentives: What can we do to increase the incentives for
responsible soy throughout the supply chain?
White
Area Approach: How can an integrated area approach (for
soy and other crops) increase the effectiveness of responsible
soy monitoring?
Light
blue
Finance as Driver: How can we channel more money to
“responsible operations” and thus use finance as a driver?
Brown
Sharing Responsibility: What are the cost drivers for
responsible soy and how can responsibility be shared
effectively?
Yellow
Deforestation-Free: How can we create synergy with the
deforestation-free commitments that are already high on the
agendas?
Dark
blue
National Initiatives: What can we learn from successful
national initiatives in soy and other commodities, and how can
we create effective new national initiatives?
Purple

Topics Overview
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Subject Action
Government Engagement
1
Create a narrative and vision to show the need and necessity to work towards responsible
soy
2 Policy Road-Map to 2020 and beyond
3 Create a Task Force for Government Engagement
Incentives
1 Develop financial and long term incentives for Farmers
2 Specific and focused education for the farmers and the farming community
3
Drive a pull market through engagement with retailers, brand manufacturers and food service
providers.
Create Pull
1 Leveraging the retailers/ major brands/ private foodservice in order to create pull
2 Motivate finance sector to be a driver
3 Leveraging public procurement (Part of Action 3, Group: Red)
Area Approach
1 Create a learning network
2 Define the management information system
Global Mapping
1 Develop a Business Case for Global Mapping
2 Develop a Tool
3 Define the Governance
Finance as Driver
1 Use the Banks to drive the Agenda
2 Use input companies to drive the agenda
3 Use Pension Funds as a driver for change
Participants’ twelve priority subjects
for transformation and according actions
(The Malik Exploration Team Reflections and the TNH will provide
the necessary cybernetic integration for effective implementation)
Red
Black
Orange
White
Light
blue
Brown

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Subject Action
Stepwise to Responsible Soy
1 Determine multi-stakeholder governance
2 Define baseline
3 Define scaling and steps
Sharing Responsibility
1
Create a shared understanding amongst retailers/ key brands/ food service companies of
their embedded soy footprint
2
Display the cost for responsible soy over time during a gradual move to 100% responsible
soy
3 Manage the transition from credit scheme to mass balance scheme
Responsible Soy Alliance 1 Creating a Responsible Soy Alliance
Deforestation-Free
1 Use existing monitoring systems to assess the extent of the problem
2 Money drives the system
3 Developing unproductive and degraded land
4 Government driven land reclamation
Commodity Collaboration
1 Collaboration on European Policy*
2 Collaboration in matching production systems
3 Share resources on market outreach
National Initiatives
1 Complete success factor list
2 Elaborate a national initiative matrix for responsible soy
3 Set-up meeting with identified leaders in countries to sound possible interactions
Gold
Silver
Yellow
Dark
blue
Purple
Green
Participants’ twelve priority subjects
for transformation and according actions
(The Malik Exploration Team Reflections and the TNH will provide
the necessary cybernetic integration for effective implementation)

Topics Overview
SummaryContents
Final group presentations on the twelve action fields
Government Engagement: How can we achieve stronger
government engagement for responsible soy?
Red
Incentives: What can we do to increase the incentives for
responsible soy throughout the supply chain?
White
Source: Results Presentations by the Participants

Topics Overview
SummaryContents
Create Pull: How can we create more pull for responsible soy
from the demand side?
Black
Area Approach: How can an integrated area approach (for
soy and other crops) increase the effectiveness of responsible
soy monitoring?
Light
blue

Topics Overview
SummaryContents
Global Mapping: How can we achieve more transparency
and a traceable supply base through global mapping?
Orange
Finance as Driver: How can we channel more money to
“responsible operations” and thus use finance as a driver?
Brown

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SummaryContents
Stepwise to Responsible Soy: What steps do we need to
take, in order to effectively channel the different responsible
soy initiatives towards common goals?
Green
Sharing Responsibility: What are the cost drivers for
responsible soy and how can responsibility be shared
effectively?
Yellow

Topics Overview
SummaryContents
Responsible Soy Alliance: What do we need to do to create
a Responsible Soy Alliance that can enhance government &
stakeholder engagement most effectively?
Gold
Deforestation-Free: How can we create synergy with the
deforestation-free commitments that are already high on the
agendas?
Dark
blue

Topics Overview
SummaryContents
Commodity Collaboration: How can we collaborate more
effectively with responsibility initiatives of other commodities?
Silver
National Initiatives: What can we learn from successful
national initiatives in soy and other commodities, and how can
we create effective new national initiatives?
Purple

Topics Overview
SummaryContents
Responsible Soy AllianceResponsible Soy Alliance
Most topics that were developed and worked on during the Syntegration
support the transition to the future responsible soy system
Evolutionarypathofsystemsparameters
Past
Today
Future Time
Government EngagementGovernment Engagement
IncentivesIncentives
Create PullCreate Pull
Area ApproachArea Approach
Finance as DriverFinance as Driver
Global MappingGlobal Mapping
Stepwise to Responsible SoyStepwise to Responsible Soy
Commodity CollaborationCommodity Collaboration
National InitiativesNational Initiatives
Deforestation-FreeDeforestation-Free
Sharing ResponsibilitySharing Responsibility
Optimizing
«Running to the limit» of
the current system on the
red curve
Setting up the New
Timely setting up of the future system
on the green curve
Transitional strategy
Transition from the present to the
future – re-routing resources
TopicsTopics

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Result 3
Reflection No. 1 - based on the Malik Sensitivity Model®
Malik System-Cybernetic Exploration Team
The strong interconnection of topics and actions
calls for system-cybernetic navigation methods
1. The system “Responsible Soy” is rather slow moving. Therefore, the transformation
can only be effective, if it is initiated simultaneously in all the right places within
the system.
2. Therefore, conventional management methods are not effective enough for
implementing the actions. It requires new knowledge and new tools for coping
with complexity.
3. Awareness of the complexity is there, but the necessary tools for coping with it seem
to be lacking. Special modelling methods exist, which are part of the Malik
Management System® and can be learnt fast and applied effectively.
4. Based on the modelling, Impact- and Risk-Maps can be used to develop and steer
the system “Responsible Soy” in a controlled way.
5. The 34 proposed actions affect the system in very different ways. It is vitally
important to implement the right combination of actions, in the right order and
intensity. These are also reflected through the system-cybernetic methods.

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Sensitivity Model 1
The 12 subjects of the Syntegration “100% Responsible Soy in Europe”
Colors of the topics in the Syntegration

Topics Overview
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… and how they are interconnected.
Systemically tackling all topics will effectuate 100% responsible soy in Europe
Colors of the topics in the Syntegration
System facts:
12 Variables (=topics)
42 Interrelations
296 Feedback loops
(=reinforcing loops)
System facts:
12 Variables (=topics)
42 Interrelations
296 Feedback loops
(=reinforcing loops)

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Sensitivity Model 2
The system “Responsible Soy” (RS) with regard to the Opening Question of the Syntegration
The color of each variable correlates with its position in the Impact Map.

Topics Overview
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Level of complexity of the entire supply chain (SC):
- Number of SC actors and necessary intensity of interaction of different actors
- Degree of change in the SC environment; e.g. changing regulations
Effectiveness of monitoring the responsible soy (RS) system:
- Effective certification and verification processes
- Effective application of monitoring systems and methods; e.g. area approach
Incentives for SC actors (incl. consumer) to go for RS:
- At each stage of the supply chain
- Different types of incentives; e.g. financial, legal, sourcing security, climate change, etc.
Desire to go for RS by SC actors:
- Pull from the demand side: consumers, retailers, traders, etc.
- Created by various benefits, incentives, etc.
Effective communication, convincing different players and the general public of RS benefits:
- Reaching out to relevant stakeholders, using various channels of communication
- Joint communication with other responsibility initiatives
Level of awareness of RS of all players and the general public:
- The players understand the benefits of RS, incl. ethical considerations
- Achieved by effective communication and education
Level of engagement for RS by SC actors:
- Buying RS
- Joining RS initiatives and promoting RS in a wider circulation: political, society, etc.
Level of engagement for RS by governments and governmental institutions:
- Joining RS initiatives and raising RS issue in political discourse
- Legal regulations for RS (- buying RS for governments’ canteens, schools, etc.)
Availability of funding for RS activities:
- Different types of loans for farmers, traders, retailers, initiatives, technical innovation, etc.
- Effective risk assessment for RS investments
- Funding from different sources
Sensitivity Model 2 – description of variables (1/2)

Topics Overview
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Cost for all direct and indirect components of RS:
- Social responsibility, environmental protection
- Certification, verification, monitoring, communication
Clarity what RS is and can be:
- Definition of RS and transparency about different definitions
- Different sets of RS criteria by different schemes, possibility to easily compare different criteria
Level of collaboration of RS players:
- SC Actors and alliances among different stakeholders and schemes
- Governments and governmental institutions: EU, international trade associations, etc.
Effectiveness of RS strategies leading the RS system in a common direction:
- May include different specific definitions of RS, though the general direction is agreed upon
- Including quality of strategic radar: ability to also see the Green Curve of RS
Effectiveness of RS governance as a viable system:
- Functioning governance: the RS system is able to set and fulfill its objectives, adapt to a changing
environment, effectively include relevant players, and to self-organize
Effectiveness of management for achieving results:
- Within each actor's organization, of the RS system as a whole, and of the different types of RS
initiatives and collaborations
Level of RS:
- Percentage of responsible soy into and within the EU
Negative impact of soy industry:
- Environmental impacts, including deforestation, water resource depletion, etc.
- Social impacts - financial losses; e.g. by over-production of RS
Innovative solutions for the soy industry:
- Technical innovations for higher yields per hectare or in the supply chain: logistics / processing
- Management innovation within the RS system
Level of transparency:
- Openness of information related to RS certification and verification, enabling risk management
Sensitivity Model 2 – description of variables (2/2)

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Sensitivity Model 2
19 key variables and their invisible feedback loops

Topics Overview
SummaryContents
Having a holistic understanding of the system is crucial before taking action
Interpretation:
1. The system is strongly
interconnected (degree
of networking 3.32 =
32% more than
average).
2. There are more
stabilizing than
reinforcing feedback
loops. This means the
Responsible Soy
System is rather slow
to move.
3. Though, there are
several short and
quickly reacting
loops, e.g. 141214,
131413, 4164.
They can activate the
system, if the variables
are functioning
properly.
Interpretation:
1. The system is strongly
interconnected (degree
of networking 3.32 =
32% more than
average).
2. There are more
stabilizing than
loops. This means the
Responsible Soy
System is rather slow
to move.
3. Though, there are
several short and
quickly reacting
loops, e.g. 141214,
131413, 4164.
They can activate the
system, if the variables
are functioning
properly.
System Facts:
19 Variables
63 Interrelations
1874 Feedback loops
a) 981 stabilizing
feedback loops
b) 893 reinforcing
feedback loops
System Facts:
19 Variables
63 Interrelations
1874 Feedback loops
a) 981 stabilizing
feedback loops
b) 893 reinforcing
feedback loops
Confirming effect: The more/less, the more/less
Opposing effect: The more/less, less/more

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Effective Governance is the most essential variable for moving the system
System diagnosis:
If the variable “Effective
RS Governance” is
deactivated, the number
of reinforcing feedback
loops is reduced to 12%
(114 instead of 893).
System diagnosis:
If the variable “Effective
RS Governance” is
deactivated, the number
of reinforcing feedback
loops is reduced to 12%
(114 instead of 893).
Confirming effect: The more/less, the more/less
Opposing effect: The more/less, less/more

Topics Overview
SummaryContents
How to control the system? The Impact/Risk Map
Overcome the inert state of the “Responsible Soy” System with effective interventions
No. Variable name
1 Complexity of Supply Chain
2 Effective RS Monitoring
3 Incentives for RS
4 Pull for RS
5 Effective RS Communication
6 Awareness of RS
7 SC Actors Engagement
8 Government Engagement
9 Availability of Funding
10 Cost of RS
11 RS Clarity
12 Collaboration
13 Effective RS Strategy
14 Effective RS Governance
15 Managerial Effectiveness
16 Level of RS
17 Negative Impact
18 Innovative Solutions
19 Transparency
1. 15 “Managerial Effectiveness”, 14 “Effective RS Governance”,
and 11 “RS Clarity” are the most effective levers to initiate
change in the system.
2. 7 “Supply Chain Actors Engagement” and especially
12 “Collaboration” are critical accelerators. A change in
collaboration can have a strong effect on the system; but this
variable is also strongly influenced by the system. In order to
achieve effective collaboration, it requires simultaneous
intervention from various angles in the responsible soy system.
3. 1, 2, 5, 6, 8, 9, 10, 13, 18 and 19 are self regulators. They can
be used for implicit control. If the system is activated, they help to
stabilize it.
4. 3, 4, 16 and 17 are indicators. The intended status will result
from effective interventions in the active part of the system.
Directly influenceable levers
(explicit system control)
Indicators
Self regulators
(implicit control)

Topics Overview
SummaryContents
Accumulated effectSingle effect1 of 12 (=35%) of the 34 actions, which
account for 50% of the total systemic impact.
Single effect1 of the further 10 measures, which account for an
additional 30% of the total systemic impact, together =80%.
Relativesystem-cybernetic
effectaccumulated
Relativesystem-cybernetic
effectperaction
1) System-cybernetic
effect = percental effect
of each action on the
overall system compared
to effect of all actions.
64% of the actions equals 80% of the change effect within the Responsible Soy System
Create a “Responsible Soy Alliance” and “Determine Multi-Stakeholder Governance” have the greatest systemic impact

Topics Overview
SummaryContents
Complex systems are counterintuitive
Ordinary rankings are in many cases drastically misleading as compared to a systemic diagnosis
The prioritization by the participants is focusing on initiatives, which according to our
systemic diagnosis will not have the desired effect, and thus will not bring about change.
But it may even destroy the whole system…
Systemic Impact Prioritization by Participants
(final visual applause after 3rd iteration)

Topics Overview
SummaryContents
Result 4
Reflection No. 2 - based on the Malik Viable System Model®
Only a “coalition of the able and willing” can turn the current reality
of the soy industry into the envisioned future
1. The “Responsible Soy Initiative” is an attempt to transform today’s reality of the
soy industry (red curve) towards a more sustainable future (green curve).
2. Changing such a growing and lucrative industry requires effort from within
and outside the current system. Thus, only a “coalition of the able and willing”
could turn that current reality around. To form this coalition, we suggest:
a. Placing today’s soy industry and the “Responsible Soy Initiative” within the
“Sustainable World” context - this will put the initiative onto a globally
accepted agenda.
b. Making the “Responsible Soy Initiative” viable and effective – this will provide
todays’ lose and scattered network of the initiative with a governing
structure steering towards one common purpose.
3. The participants of the Syntegration recognized the importance of governance. One
crucial question though – was consciously left unanswered; at the very core of
a coalition: what is the purpose of the coalition?

Topics Overview
SummaryContents
How to transform today’s successful reality into a sustainable tomorrow
Seeing the bigger picture: Placing the soy industry in the context of a “burning platform”
1. The Syntegration has brought together representatives from various organizations dedicated to one common cause: “100%
Responsible Soy in Europe”.
2. From a systems perspective this endeavor can be looked at as follows:
i. What is the current system; the reality we are trying to change?
ii. What is the envisioned system; the new reality we are trying to create?
iii. How can our envisioned system reach the desired maturity level; a viable system status?
3. As the current system as such - todays’ soy industry -
is very successful and viable, the system will not
mobilize itself towards that change. So, how can we
embark such a successful system on a transformative
journey?
4. The answer can only be found by placing today’s soy
industry within the “Sustainable World” context.
5. This provides a rationale so as to why the change is
necessary, and places the “Responsible Soy Initiative”
into the context of a globally accepted initiative; an
existing “burning platform” much needed to mobilize
the system into the desired direction.
6. To understand what must happen for this
transformation to succeed it is helpful to look at the
soy industry from a holistic systems perspective.
7. For this we would like to introduce the Viable System
Model® (VSM®).
ii
iii
i
“Sustainable World” = to be understood in the context
of the “Global Goals for a more Sustainable World” initiative.

Topics Overview
SummaryContents
Derived from the human nervous system, the most developed regulatory mechanism for the mastering of complexity, and based
on systems theory and cybernetics, the VSM comprises all the necessary and sufficient pre-conditions for the viable functioning
of any system. It is thus the only and most adequate reference model for complex systems diagnosis and design.
The Malik Viable System Model® (VSM®)
Using a cybernetic control model as a framework for systems design
The Viable System Model
Every system needs an identity-forming function providing its purpose and values. It
guards the balance and manages the transition between the present and future state of the
system.
To safeguard long-term viability, an outside & then perspective is required. This strategic
intelligence function is in constant dialogue with the overall system environment, gathering
and processing relevant information to build up future success potentials.
The operative functioning presupposes an inside & now perspective of the present state of
system. Via operative control mechanisms maximal effectiveness and efficiency within the
sub-systems can be ensured.
For the present system not get out of control, it is balanced via (self)-coordination
mechanisms. They foster a desired level of collaboration and information exchange
between the sub-systems.
Real-life feedback mechanisms provide the inside and now function with unfiltered
information by feeling the pulse of the current system at all times.
The sub-systems produce the desired output, ensuring maximum value towards the systems’
relevant environment (customers, society, ..). This requires a close dialogue with the
respective environment to keep up with its changing demands.
In order to permit for self-coordination, the sub-systems are designed such that they
can maintain the highest possible level of autonomy. This is ensured via the principle of
recursion, which applies the same principles of viability on all systems levels.

Topics Overview
SummaryContents
Moving the system from red to green
The “Responsible Soy Initiative” as an outside & then function of today’s soy industry
1. From a VSM perspective the organizations
represented by the participants of the
Syntegration have their own identity with their
own individual purpose and values. What they
have in common within this identity, however, is
a felt obligation towards a more sustainable
world within the soy context.
2. It is this common vision, to transform the reality
of today’s “Soy Industry System”, that brought
them together. Individual actions can only touch
certain angles of the system - moving the
system will take joined efforts.
3. In terms of the VSM, thus, the entire
“Responsible Soy Initiative” - and the
Syntegration that took place - takes an outside
& then perspective on today’s soy industry
system. It asks the question of how the future of
soy might look, what the green curve could be
and how this could be achieved.
4. If the “Responsible Soy Initiative” proves
successful, a new reality will arise; a new viable
responsible soy industry system will emerge and
replace today’s reality.
5. On the following slides we reflected the
discussions and the “Responsible Soy Initiative”
a bit more deeply based on the VSM logic.

Topics Overview
SummaryContents
Reflecting the participants’ actions on the VSM framework
The outside & then function of the “Responsible Soy Initiative” becomes visible
Reflecting the participants' discussions and mapping the
respective actions on the VSM in terms of the VSM-
Functions they address, we can observe that …
1. … the discussions support our preceding remarks
that the initiative is fulfilling an outside & then
function for the entire Soy Industry.
2. … the initiative requires the engagement of actors
within and outside the Soy Industry for it to work.
AS-IS Soy IndustryAS-IS Soy Industry
FinancingtheSystemFinancingtheSystemEndUserEndUser
GovernmentGovernment
NGOsNGOs
Responsible Soy AllianceResponsible Soy Alliance
Government EngagementGovernment Engagement IncentivesIncentives
Create PullCreate Pull Area ApproachArea Approach
Finance as DriverFinance as DriverGlobal MappingGlobal Mapping
Stepwise to Responsible SoyStepwise to Responsible Soy
Commodity CollaborationCommodity Collaboration National InitiativesNational Initiatives
Deforestation-FreeDeforestation-Free
Sharing ResponsibilitySharing Responsibility
RetailersRetailers

Topics Overview
SummaryContents
Effectuating Collaboration to manage the transition from the red to the green curve
The “Responsible Soy Initiative” as a temporary Viable System Model (VSM)
1. Based on the two foregoing observations and keeping in
mind the fact that the VSM comprises all the necessary
and sufficient pre-conditions for the viable functioning of
any system, the following thought surfaces: for the
initiative to be viable in fulfilling its purpose, it has to be
considered as a viable system in its own right.
2. Looking at it in this way allows to detect which functions
and cybernetic control mechanisms are already in place
and which have yet to be built up.
3. Thus, the governance mentioned by the participants and
throughout our reflections is not to be equated with some
kind of “authority”. All of the above can be realized by
mechanisms that are inclusive, non-hierarchical and
self-organizing.
4. This is especially true as many - if not all of the topics -
addressed in the Syntegration can only be achieved
by effective collaboration of the stakeholders of the
“Responsible Soy Initiative”; the engagement of
actors within and outside the Soy Industry. Group Gold
explicitly called for the establishment of a Soy Alliance
as an action. Such an alliance would serve as a kind of
inclusive governing platform.
5. And when the “Responsible Soy Initiative” will have
fulfilled its purpose, transforming the soy industry into a
responsible soy industry it will no longer be necessary.
System in FocusSystem in Focus

Topics Overview
SummaryContents
Diagnosing the “Responsible Soy Initiative” in terms of its viability
1. The discussions raised some questions around the viability of
the “Responsible Soy Initiative”. The answers remained largely
vague:
2. One of the twelve topics – group green – was dedicated to the
question “what does responsible soy mean?” This question
is pointing at the very essence of the initiative; its purpose.
3. The participants decided that there need not be one common
definition. How can we ensure the commitment of the required
actors within and outside the soy industry – how can we form
a “coalition of the able (= the ones that can bring about
change) and willing” in light of a vaguely defined
purpose?
4. Recalling a viable system needs an identity-forming function
providing its purpose and values; can a viable system allow
for multiple interpretations around its very purpose?
5. Could this explain what became clear in the discussions; that
at the moment the “Responsible Soy Initiative” presents itself
as a loose network without “government”; a collection of
initiatives and ideas?
6. Could this also explain another fact; that the participants
were reluctant and vague around the question of
responsibility and accountability - their only partial
commitment behind the measures / initiatives they
suggested themselves?System in Focus:
The “Responsible Soy Initiative”
System in Focus:
The “Responsible Soy Initiative”
Projects and InitiativesProjects and Initiatives
GovernanceGovernance
Red
Black Orange
GreenGold
SilverWhite
Light
blue
BrownYellow
Dark
blue
Purple

Topics Overview
SummaryContents
Result 5
Reflection No. 3 - based on the Malik Culture of Functioning
Culture eats strategy for breakfast!
Common purpose and will for action can only be found in the MSS Initiatives
1. Strong individual values, diverse interests as well as expert knowledge characterize
the “Responsible Soy Community”. In the complex and non-committal soy world
identity building is interactive and a slow process. A common purpose cannot be
found.
2. The soy world is an open member platform organization: Inclusion of new members,
transparency and capacity building for the green curve may stimulate members to
meet better world targets. The soy world thrives on openness and needs
complexity for proliferation.
3. Governance and Effective Management necessary for an active transition and
governance of the transition were not profoundly discussed by MSS participants.
The implementation of the identified initiatives must be seen critical without
good governance and management.
4. Accountability for these initiatives holds the biggest promise to reverberate in
the system and to mobilize forces quickly and effectively – without losing the prolific
openness.

Topics Overview
SummaryContents
Six values safeguard the functioning of organisations:
The Framework used to reflect culture for the present Soy System”
is the “Culture of Effective Functioning”
1. Culture of Professionalism1. Culture of Professionalism 2. Culture of Innovation2. Culture of Innovation
3. Culture of Performance3. Culture of Performance 4. Culture of Purpose4. Culture of Purpose
5. Culture of Trust5. Culture of Trust 6. Culture of Accountability6. Culture of Accountability

Topics Overview
SummaryContents
There is a distinct misbalance between superb expert knowledge and the lack of
management know how for mastering change in a transition phase
Findings
1. The participants have a deep understanding of the complexity of
the soy world and the current role of their respective organisation
within the context is clear. The focus is on individual expertise rather
than on functionality of the organisation to meet common targets.
2. There is no coherent identity and governance for the entire soy
group as different values, expert organizations shape different
models and address different stakeholders.
3. The importance of Managerial Effectiveness and Governance of
the entire system seems irrelevant in this situation although it may
be different for the participants on the home turf in the mother
organizations.
Indicators
a. Participants do not reflect strategic management for innovation in
the group.
b. Lack of awareness that rising complexity is costly and will attract
green curve solutions.
c. The participants acknowledge their individual expert status; “We are
content focussed”, but they do not sense the urgency to implement
the results professionally.
Culture of Professionalism
Effective executives master the managerial
tool kit regardless of diverse “Expert
Cultures”. Does our strategic management
and implementation follow professional
pathways? For managing change rules and
regulations for actions and decision making
matter. Do we agree upon management
and leadership rules? (The HOW, not the
WHAT)
Culture of Professionalism
Effective executives master the managerial
tool kit regardless of diverse “Expert
Cultures”. Does our strategic management
and implementation follow professional
pathways? For managing change rules and
regulations for actions and decision making
matter. Do we agree upon management
and leadership rules? (The HOW, not the
WHAT)

Topics Overview
SummaryContents
The Soy World was pushed further into an innovative and transformational mode
Findings
1. The current mandates dominate strategy and innovation.
2. In terms of the green curve, the discussions during the Syntegration
did not go beyond Responsible Soy.
Indicators
Ideas for the future of the Responsible Soy green curve quickly were
abandoned in the discussion. „How to produce and even double the
amount of protein rich food without damaging environment and health
could be the right starting point and challenge to trigger out of the box
thinking on solutions.”
The Results of the Syntegration
… indicate that:
1. The self enforcing loop or the land use chain is a vicious circle and
the old model comes to an end. The platform is burning.
2. The group is crop centred rather than customer value or solution
based.
3. A change of perspective occurred during the Syntegration:
A value proposition regarding farmers, retailers as well as consumer
behaviour will be a step towards a green curve.
Culture of Innovation
What drives innovation is the fact that there
might be other solutions to existing
problems. Do we actively reflect this? Do
we embrace or do we resist change? Is
change conceived as an opportunity rather
than a threat? Do we follow an Outside-
Inside perspective for strategy or is the
focus rather on optimizing existing
patterns?
Culture of Innovation
What drives innovation is the fact that there
might be other solutions to existing
problems. Do we actively reflect this? Do
we embrace or do we resist change? Is
change conceived as an opportunity rather
than a threat? Do we follow an Outside-
Inside perspective for strategy or is the
focus rather on optimizing existing
patterns?

Topics Overview
SummaryContents
Tolerance and Indifference must not be taken for Trust
Findings
1. Many Participants have long standing relationships and know their
respective positions. They tolerate other opinions and mandates.
2. Identity building works around the strong values everybody brings to
the table and the ongoing discourse.
3. Trust based culture as a stronghold for joint action is not relevant in
open platform organization.
Indicators
a. “Participants see their role as non committal (Chatham House
Rules) and serve their respective organization.”
b. Who is taking the lead?: “You need committed implementing
companies.”
c. NOT ME Culture: “Government must be an initiator and facilitator of
change.”
Relevant Syntegration results
1. “We should not be afraid of differences, because there will be
differences.”
2. Interaction, mutual learnings, and shared knowledge facilitate trust
building.
Culture of Trust
Trust provides a robust base for dealing
with the social complexity coming
alongside the implementation of strategic
actions and change. Do we have a
common purpose as a basis for action? Is
there predictability of behaviour?
Culture of Trust
Trust provides a robust base for dealing
with the social complexity coming
alongside the implementation of strategic
actions and change. Do we have a
common purpose as a basis for action? Is
there predictability of behaviour?

Topics Overview
SummaryContents
Performance hampered by the organisational setting
Findings
1. Organizational readiness to approach the burning platform is not
given.
2. Management Know How and Business / entrepreneurial rationality
(Time to market, profitability and feasibility) is driving the
supranational and global value chain while the European discourse is
politically driven.
3. Accountability for the transition is not installed in the soy world
Indicators
a. “Try for volume instead of perfection”
b. “We find parallel worlds of High level concept versus strategic
pathways not linked to each other”
c. “The participants show a defensive culture“.
Pilots, such as the initiatives from the Syntegration, E.g. Area Approach
or National Initiatives, would allow a Living Lab situation and learnings in
many ways:
1. Define adequate management tools to implement high level concepts
and manage change (Goals, CPCs, capacity building).
2. Show feasibility in everyday situations and for stakeholders.
3. Communicate results to stakeholders.
4. Add credibility by a step by step approach.
Culture of Performance
Are we doing the right things in the right
way? Do we link our performance to
stakeholder value? Are individual targets
clear? Do we know whether we contribute
to strategy implementation? Are actions
followed through? Will individual
assignments build on strengths? Is our
attitude towards performance directed by a
strong result orientation?
Culture of Performance
Are we doing the right things in the right
way? Do we link our performance to
stakeholder value? Are individual targets
clear? Do we know whether we contribute
to strategy implementation? Are actions
followed through? Will individual
assignments build on strengths? Is our
attitude towards performance directed by a
strong result orientation?

Topics Overview
SummaryContents
Different values and belief systems drive the “Responsible Soy Community” apart rather
than unifying it
Findings
Participants represent the interests of their home organizations and
gather information for them. The Soy World is too big and to diverse to
completely align members. The Purpose of the Soy World is to inform
and gather information for the respective organization and create
transparency.
Indicators
a. “There is no WE!”
b. “WHY is not followed by WHAT and HOW“
c. “The market is big enough for more than one solution.”
Use forces do not fight them – with a step by step approach.
Culture of Purpose
Values and Belief Systems are a strong
motivators to commit to the mission of the
organization and to actively engage in
change projects. A common purpose
provides meaning and sense making for
members of a group and provides the base
to work together in joint action. Do we feel
that loyalty, commitment and solidarity to
help each other? These are strong
indicators of an unifying purpose.
Culture of Purpose
Values and Belief Systems are a strong
motivators to commit to the mission of the
organization and to actively engage in
change projects. A common purpose
provides meaning and sense making for
members of a group and provides the base
to work together in joint action. Do we feel
that loyalty, commitment and solidarity to
help each other? These are strong
indicators of an unifying purpose.

Topics Overview
SummaryContents
Accountability on initiatives is the key trigger for the Governance of the Transition
Findings
1. Accountability is not given.
2. Actions have to be brought to the respective organisation and
ownerships of actions has to be clarified.
Indicators
a. “Governance of the implementation must be organized.”
b. On Control: “What would it take for an authority to be credible: A
saint!”
The Syntegration raised the awareness of a lacking accountability and
governance:
1. Who is taking the responsibility for steering, monitoring and
communicating the implementation of initiatives identified during the
Syntegration?
2. Who is responsible for organizing the rules for sharing results ? Who
will monitor the continued improvement of a step to step approach?
3. There must be an organizational element such as a board above
RSRT to take on this role with a dedicated board.
Culture of Accountability
Am I responsible for actions and
accountable for my decisions? Is the
complexity of the system under control? Is
there a way to control and monitor
progress?
Culture of Accountability
Am I responsible for actions and
accountable for my decisions? Is the
complexity of the system under control? Is
there a way to control and monitor
progress?

Topics Overview
SummaryContents
Transformation starts with Purpose
1. An unambiguous Purpose can be used to trigger the required cultural change.
2. It is the premise for creating a sense of accountability among the different stakeholders within the system.
3. Accountability for joint (pilot) initiatives will foster implementation, increase performance and innovation capacity, create
success stories and build trust around the responsible soy initiative.
4. Professionalism regarding the HOW will increase alongside the implementation progress.

Topics Overview
SummaryContents
Keep it open: The Soy World thrives on complexity of Proliferation and Capacity Building
Show results: Strongest Reverberation and Impact comes from better Accountability for Key Initiatives
Action 1: Focus on Key initiatives / Pilots for Collaboration
Install Good Governance for Key Initiatives from the Syntegration. These initiatives are a group result that
integrates individual knowledge, purpose and values of the participants to a robust base for collaborative action.
They are best run in an experimental way* and with an stepwise approach (living and learning labs). Each of
these pilots should be assigned to key individuals of the “Responsible Soy Community”, implemented with high
managerial professionalism and clear accountabilities. Accountability of these assignments will further trigger
innovation, transition and also commitment and trust.
Action 2: Safeguard Implementation via a “Transformation Navigation Hub”
Assign members of the Soy World to a Transformation Navigation Hub (TNH) to manage, monitor and support
all of the Key Initiatives from the Syntegration. It helps to flank the progress with a good communication concept
for high transparency and visibility and speed.
* Experimental Design
1. The culture of perfectionism leads to high standard setting.
2. The process for standard setting in a large group without strong governance is too time consuming for a burning platform.
3. In a complex world unintended consequences are likely to occur and alignments will be necessary. Fixed Standards will fail or
will be bypassed.
4. In an experimental design the objectives are based on hypotheses. Trial-and-error is an inbuilt concept. The Project design
leaves room for coordinated changes at specified mile stones. This step to step approach allows for a better pace than finding
a perfect standard solution a priori.

Topics Overview
SummaryContents
Result 6
Reflection No. 4 - based on the Malik Navigation System
Strategy is the blind spot in the “Responsible Soy Initiative”
1. The discussions during the Syntegration demonstrated a deep understanding of the
soy value chain and the interactions between the different players and stakeholders.
2. Unfortunately a one common strategy for the “Responsible Soy Initiative” could not
be identified. Every organization has their own strategy – a real alignment is
missing.
3. Typical long term strategy issues such as “How to deal with diffusion and
substitution?” or “Who is our real customer?” were not discussed.
4. In present times disruptive strategies are a very common and quite powerful pattern.
It combines two elements: reconstructing the value chain and digitalization.
5. We thus strongly recommend to:
a. Challenge the “Responsible Soy Community” by encouraging an open
discussion around substitution and disruptive strategy scenarios.
b. Align the individual strategies of the various organizations in “Responsible Soy
Initiative” to one common strategy. A strategy that is more than just “the smallest
common denominator”.

Topics Overview
SummaryContents
Following a clear strategy is essential for long term viability – be that in a single
business context or within a network of businesses aiming towards a common goal
1. The participants of the Syntegration have their own identity (e.g.
purpose and values) and follow their own strategies. The Malik
Navigation System describes a consistent framework and the
right levers to stay long term viable.
2. Strategy is a pentathlon. To stay in a top position, an organization
must perform in five disciplines. These strategic levers – and the
questions behind – are as follows:
a. Market Position: How can we improve our market position –
relative to our competitors within the soy industry? Are service
quality, price or image (reputation) the right instruments to
differentiate?
b. Experience Curve (= Cost position): How experienced are we
in delivering services? Are we following a learning curve or are
we “inventing our solution time and again”? How about
increasing productivity?
c. Customer Problem: Who is our “end customer” and what is
his/her invariant customer problem? Are we aware that our
solutions are covering only a “specific part” of the total cosmos
of possible solutions?
d. New Technical Solutions (= Innovations): How innovative are
we? Are we creating new services, enhanced processes for
customers or are we able to develop and implement “new
business models”?
e. Dynamics of Substitution: Diffusion (= spread of a new idea)
and substitution(= replacement of an old idea) are two
elementary processes in nature, technology and society.
The Malik Navigation System
Originally the Malik Navigation System was created as a model for companies (profit orientation).
Nowadays the “strategic level” (see red box) is also valid for “Not for Profit-Organizations”.
The diffusion of cars and the substitution of horses in the US
Source: N. Nakicenovic “The Automobile Road to Technological Change. In: Technological
Forecasting and Social Change; vol. 29.
b
cd
e a
Diffusion
Substitution

Topics Overview
SummaryContents
A common strategy is the blind spot of the protagonists
in the “Responsible Soy Community”
The participants of the Syntegration demonstrated a deep knowledge of the actual soy value chain (e.g. volumes, flow, certified
vs. non-certified soy etc.). However, there are two major strategic issues they did not address:
1. Substitution: As previously mentioned, substitution is a process which re-places existing solutions by a new and better
solution. The new solution creates - in general – greater advantages for the customer or reflects a dramatic change in
customer behavior.
E.g. 1: If the European trend to vegetarianism is a growing trend, the need for responsible soy is diminishing.
E.g. 2: Bio-technological developments could potentially substitute soy.
Recommendation: Keep an eye on “Substitution” of any kind.
The sailing-ship effect
With the advent of modern steam boats the existing sail ships got more and more
disadvantages. The reaction of the sail boat dockyards was to built seven-masters instead
of the traditional three/four-masters. A last attempt to stay in business ...
2. Disruptive strategies (Innovations): Businesses which are
following this type of strategy are analyzing the existing value
chain of an industry. Their goal is to deconstruct and to
reconstruct the existing value chain by internet technology. They
try to create new business models which give them the advantage
of a first mover (e.g. Amazon is deconstructing/reconstructing the
existing value chain from publishing house to bookstore by
generating “more value for the customer”). It is well known from
strategy research that the sailing ship effect (the old solution
generates some pseudo-innovations) and the cannibalization
effect (the “early adopters” switch to the new solution) are typical
for such transition periods.
3. Recommendation: Consider “disruptive strategies”

Topics Overview
SummaryContents
Result 7
Effective implementation through the “Transformation Navigation Hub” (TNH)
1. For the implementation of the identified actions to be effective, central coordination
is crucial, as we are dealing with …
a. Highly interconnected topics and measures
b. An inert system
c. A network of stakeholders which need to push and carry the actions
d. Inexistent governance structures
2. We thus strongly recommend installing TNH
a. Acting across the relevant network; the “coalition of the able and willing”
b. Ensuring that critical projects will be accompanied by Real Time Controls on
three crucial levels; subject-level, staff-level, information-level.
c. Providing the necessary Malik GovernanceSystems introduced by Malik Experts
in custom-designed solution labs.

Topics Overview
SummaryContents
Black Silver
Yellow
Dark
blue
Purple
Red GoldOrange
White
Light
blue
Brown
Green
Topics/Actions/Projects
1 2 3 4 5 6 7 8
The Transformation Navigation Hub (TNH):
How to turn initiatives into actions with clear accountability to drive them forward?
9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 .. 34
Many different stakeholders
Black Silver
Yellow
Dark
blue
Purple
Red GoldOrange
Light
blue
Brown
Green
Topics/Actions/Projects
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 .. 34
Many different stakeholders
White
The interconnection of the 12 topics, the 34 measures and the relevant
stakeholders of the “Responsible Soy Initiative” is immense (reaching a
potential of around 650’000).
This demonstrates once again the level of complexity of the system.
Without governance and coordination the implementation will be
cumbersome, conflict-laden and slow.
The interconnection of the 12 topics, the 34 measures and the relevant
stakeholders of the “Responsible Soy Initiative” is immense (reaching a
potential of around 650’000).
This demonstrates once again the level of complexity of the system.
Without governance and coordination the implementation will be
cumbersome, conflict-laden and slow.
TNHTNH

Topics Overview
SummaryContents
Red
Black
Orange
Green
Silver
Yellow
Dark
blue
Purple
Brown
Light
blue
Gold
White
Pattern Filter
Action
(initiating Solution Camps, providing
impulses, communication)
Environment
Δt: Adaptive regulation
Object Level Control Level
Information
Data
Start Animation
The Transformation Navigation Hub (TNH) is based on the Real Time Control Principle
Transformation
Navigation
Hub
(TNH)Meta-Control

Topics Overview
SummaryContents
The Transformation Navigation Hub (TNH): Design of TNH Control Room
1.Project plan:
Work packages, deadlines, resources,
team
2. Real-Time status
3. Critical events
4. Cybernetic perspective of “Responsible
Soy Initiative”
5. Governance structures / cybernetic control
mechanisms
6. Overview of resources
7. Dynamic simulation & scenario planning

Malik Institute
Geltenwilenstrasse 16
CH-9001 St. Gallen, Switzerland
T +41 71 274 34 00
F +41 71 274 34 99
info@malik-mzsg.ch
www.malik-management.com
System-cybernetic
Malik ManagementSystems®
for mastering complexity
Lic. Oec. Jens Ostergaard Organizer
Dr. Constantin Malik Organizer, Exploration Team
M.A. Econ. Maria Sourlas Lead Exploration Team
Dipl. Oec. Josef Coellen Lead Exploration Team
Dr. Christiane Gebhardt Exploration Team
M.A. Jan Fischer Exploration Team
Dr. Nam Nguyen Exploration Team
Prof. Dr. Ockie Bosch Exploration Team

Malik Responsible Soy Syntegration

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