The paper is a call and an invitation to more application research on the viable system model (VSM). It aims to share five empirical findings from the practical application of the VSM in a mainly economic environment.
An experiential report from the practice of more than 100 VSM consulting and schooling projects that the author together with colleagues have conducted at the Malik Management Zentrum, St Gallen, over the past seven years mainly in the German‐speaking area.
There is an increasing interest on alternative organizational models amongst chief executive officers in the last three to four years since it becomes obvious that the existing classical models were not able to cope with the complexity and dynamics of twenty‐first century markets anymore. The VSM provides them with a model to distinguish right from wrong in organizational questions. It also provides a language that has to be learnt under the typical and challenging conditions of learning any new language. Most managers overcome this hurdle quickly and find a reliable model not too difficult to apply for speed, direction and precision in the diagnosis and design of their organizations.
The paper shows the urgent need for testing, developing and sharing application know‐how on the VSM in the practical field of applied management.
