Building Adaptive Management Systems: New Models for Global Transformation | TRIZ & Agile Integration

17 Sep, 2025
| Salome K

In the context of the global transformation of all systems in the areas of life: economics, politics, education, medicine, social processes, partnerships and relationships – the issue of building new viable structures of integration and cooperation is extremely relevant. The viability and sustainability of management systems can be ensured exclusively by the ability to quickly adapt to changing environmental conditions, the proactivity of system participants, their ability to effectively communicate in a perfect storm, offering new non-standard schemes and models for solving problems of any direction and any complexity. The object of the study is the phenomenon of effective, long-term and adaptive collaborations, as well as the construction of new synergies based on existing practices for managing project tasks using productive innovative methods for building sustainable systems, such as TRIZ, Agile, system-centric models, Global Knowledge management and other integration tools. The current objectivity lies in the fact that a number of economic entities have completed or are completing their life cycle, established structures and relationships are collapsing, and they must be replaced by a new vision of building effective management models. Models of business, country, community, social and economic process management. The anamnesis of the current state of management systems in the country is given in our joint article with Vasily Snapkovsky “The Top Cannot. The Bottom Do Not Want”. V. Snapkovsky is an expert in the field of sales, management, building exponential business models. Author of the book: “Life as a Dream Project”. Product Partner DDcom — Deloitte Digital Community.

Today, our country is overcoming the 4th and most global crisis — the psychological crisis, which is a kind of combination and outcome of all previously occurring crises:

1998 — economic

2008-2009 — social

2014-2015 — political

2020 to present. – psychological

Thus, today, in order to ensure the efficiency and viability of new management systems, it is necessary to qualitatively answer the questions and challenges formed by the geopolitical environment and society over the past 30 years.

Startup practices as is.

The established practice and research of leading marketers, coaches, mentors, founders and experts of various types of accelerators speak of certain models and standards for the consideration of various types of project initiatives and startups by the investment community.

We are talking about the system of casting projects by groups of questions:

— Who: “The investor evaluates not only the project, but also the team. The most beautiful project on paper can be broken by the internal problems of the team and the dropped (tired) hands of its leader.” — Elena Ponomareva, PhD in Economics, member of the Guild of Marketers, CEO of the consulting company “Trend Laboratory”, Chairman of the Marketing and Strategic Development Committee of the LRCCI, notes the importance of teamwork.

— How: “The ability to offer consumers goods, services and business models that meet their needs, take into account current trends and allow them to effectively differentiate themselves from competitors is an important strategic competitive advantage.” — E. Ponomareva continues to decipher the questions that are important for investors.

— Why: another important question that sets the key goals and objectives of the project, be it a commercial effect or some socially significant initiative.

At the same time, E. Ponomareva notes in her works that “each investor has their own criteria for evaluating projects. They are open, and it is important to take them into account.”

At the moment, developers of innovative synergetic systems and win+win strategies often face certain difficulties in forming an evidence base for their projects. The conflict occurs when the old paradigm and model for considering investment projects (usually a DCF model for calculating efficiency or a business plan) collides with the new reality, in which we already clearly understand that these models do not work (and have never worked).

In this situation, both the developer and potential investors, as well as the investment community as a whole, are faced with the question of what to oppose to the familiar IRR, NPV and other financial metrics of the implemented Western models.

Revision of the value system. To be.

The only answer to this question is the creation of a system of new values and metrics, a “new” mechanism for goal-setting and task setting. In the USSR, developers did not explicitly indicate any precise numerical values in five-year plans, especially those calculated in monetary terms (and especially in the currency of a foreign state). Therefore, the task now is to move away from considering project initiatives according to DCF planning practices and come to a model close to the one used in the USSR.

When considering any project from the point of view of its significance and investment prospects, the question “Why” from calculating certain values and you
year for the investor takes on the format – how the project is useful for the country (region), business (industry), person (group of citizens). Thus, the cornerstone is not some ephemeral sublimated and a priori unattainable financial values, but the strategic value of the project, as an option for solving this or that global issue, be it the country’s energy security or the solution of some socio-psychological problem.

Further, within the framework of the articles of my partners and co-authors, we will discuss in more detail the issue of systems for assessing integration projects.

The project team, their competencies and skills. Who?

The paradox and criticality of the current configuration of systems and processes is that at the present moment, on the one hand, the result of the introduction of Western management models into the Russian economy has been the degradation of all conceptual and fundamental systems and institutions, starting with the systems for organizing educational processes, ending with the degradation of the foundations of the country’s economy. First of all, we are talking about the total shortage of personnel, both management and employees for simple working specialties, not to mention scientific personnel, systems for assessing and implementing rationalization proposals and creating motivational conditions for inventors and researchers. The second facet of the current position is the country’s isolation from technologies, products and services – the result of long-term sanctions policy of Western countries towards Russia.

The education system, as well as the current corporate management systems of global companies, have completely destroyed the scientific and creative potential of employees. In one of his webinars, Evgeny Bazhov – a representative of the Financial and Banking Association of the EAC SCO in China, a researcher, entrepreneur, author of seven books on business and management psychology, business coach Executive Coach PCC – called this phenomenon “The Teacher said”.

We are talking about the fact that the system of organization of most corporations is based on certain principles and models that are declared by the management of corporations or other persons who have a certain weight and authority at the moment, as well as a certain high social status. In addition, in the current conditions, the course of innovations and inventions is extremely complicated by both this principle and a rigid and multi-level system of hierarchies. In addition, in such systems, very little attention is paid to the development of personnel, the growth of their personal brand, and ensuring the publicity of the expert.

The system of “red commanders” does not allow talents to grow. In order to ensure personal and individual growth, many progressive individuals have to leave these systems, often sacrificing a certain social status and material stability. And this is another significant factor and result of the introduction of pro-Western models.

However, a crisis is not only a threat, but also an opportunity. What does not kill us makes us stronger. “Every cloud has a silver lining.” And as a result of the introduction of destructive management systems and the refusal of progressive innovators to remain within such rigid, rigid and conservative systems, we get real leaders, fighters, managers of the new era, creators and generators of ideas, implementers and brilliant communicators, with vast experience and exceptional background, knowledge of business process building systems, audit systems and the skills of an extra-class anti-crisis manager.

Moreover, these individuals also have high moral standards, which is also a certain exception from the general current situation in terms of assessing VIP personnel.

Thus, in modern conditions, an extremely necessary condition for the success of a project is the selection of proactive and competent experts for the project team, EQ, knowledge and active use of TRIZ and Agile systems.

The selection system is based either on personal systems for assessing applicants from the decision maker (owner) of the project or by attracting external VIP-level specialists with experience in building effective teams and solving real production problems.

There are no unsolvable issues. How?

The previous sections of this article partly answer the question of how the project team will ensure the success of the project. However, in this regard, I would like to reveal the issue of creating long-lasting, sustainable and viable systems.

Here, the principle of the “turquoise organization” or system-centric models harmoniously underlies the strategy for building project teams. As is rightly stated in a number of publications on the topic of “turquoise organizations”, the time of the “red commanders” systems has passed. Agony … But that rigid system resists quite actively and, thus, on the one hand, significantly hinders the arrival of new systems of organization according to the principles of many cross-connections of subjects of management systems, and on the other hand, incredibly strengthens the experts of the new formation with experience in building processes in extreme conditions.

Thus, the basic method for building new-level systems is system-centric people from proactive opinion leaders, innovators and communicators, individuals with a reduced level of fear, ready adequately communicate at any level, in any environment and in any direction.

Thanks to the applied principles, the skills of the project group experts, related and adjacent projects, ideas and businesses are quite harmoniously and easily connected to the core or anchor idea of the basic project.

In practice, this principle or system-centric approach looks like this: various representatives of the business community, in particular SMEs, are connected to the core business in the form of, for example, a state corporation to implement a particular project idea. They can then establish communications with representatives of various areas and divisions of the anchor business and then create new synergies and joint projects, adding new and new participants who are effective in implementing ideas to new projects. A cyclical and endless story is a change management system.

Science and the education system, research and design institutes, laboratories and RECs must become participants in new integration projects. Thus, the elimination of departmental boundaries and the exit from vertical hierarchical management systems provides enormous potential for the development of projects and the country’s economy as a whole, as well as the harmonious development of each of the participants in the projects built on the principles indicated above.