What is a mindset or way of thinking?
"Mindset is the lens through which we see the world. It's like a filter or a set of lenses that shapes how we interpret what is a problem, what is a task, how we approach challenges, and how we respond to them. Each person’s lens is different — shaped by our experience, education, and sometimes even our role, since that defines our relationship to power. And here’s something interesting: to change your lens means to give yourself the chance to see what was previously invisible — and sometimes solve a problem that once felt unsolvable."

What is a systems-based business? And how is it different from a typical one?
"A systems-based business is one that operates without your constant presence. It's when you've built processes, relationships, and rules — and the system runs on its own. Not because it doesn't need management, but because it functions according to clearly defined logic. It's stable, proven, and repeatable. It's not a situation where 'everything depends on the founder'. It's the power of rules, not the rule of power. But that means you, too, must follow the rules you create."

Why is it important for leaders to follow the rules they establish?
"This is especially important for an owner or entrepreneur. Just because you built the system doesn't mean you have the right to break it. On the contrary — you're the example. Following the rules means modeling consistent behavior and keeping agreements. In a system, no one should have special status that exempts them from the rules just because 'I’m the boss’. It's exactly that kind of thinking that breaks systems."

What's the difference between a task and a problem?
"Fixing a watch is a task — it's clear what and how it needs to be done. But changing an operating model or shifting a business from manual to systems-based management — that’s a problem, because the solution doesn’t exist yet, and there isn't one correct way to do it. The solution is unique and must be built through the process. There is no manual with a guaranteed outcome. That’s what makes it a systems problem."

What is a vision and what is its purpose?
"A vision is a future state that doesn’t yet exist but has the power to unite people. It doesn’t appear magically — someone must articulate it. Usually a leader or leadership team. It’s a point in the space of the future that we look toward and move toward, even amid uncertainty."

On subjectivity and management.
"We often forget that a subject is not just someone with an opinion — it's someone who takes responsibility. When we talk about subjective relationships in an organization, it’s not about giving people unlimited freedom — it’s about mutual agreements. And if I commit to something — I follow through. It means I don’t need control — I need trust and space to work."

On chaos, order, and creative tension.
"In entrepreneurship, we often draw energy from chaos — breaking norms, creating something new, doing things differently. But growth requires something else: order, repeatability, rules. Without structured routines, there’s no capacity for creative experimentation. And this is where the power of systems comes in: it removes unnecessary mental load and allows you to focus your thinking on what’s new — where creativity is truly needed."

On reflection and self-awareness.
"All systems thinking starts with something very simple and very difficult at the same time — with yourself. Henry Mintzberg said: “The problem with modern management is the lack of reflection.” That is, leaders who don’t understand themselves.We don’t know what we want, what drives us, what we’re aiming for. And as a consequence — we don’t know what kind of people we’re seeking for our team or where we really want to go. Going beyond yourself doesn’t mean losing yourself — it means seeing yourself more clearly."

On thinking, meta-thinking, and moving to a new level.

"Thinking about thinking is systems thinking. When we don’t just solve something but ask ourselves: why do I see it this way, why am I making this decision, why do I treat this as a task instead of an opportunity? That’s a higher level — a meta-position. And it requires capabilities that don’t appear automatically. It’s the result of practice, questions, and a discipline of thinking. It’s a habit of seeing the bigger picture."

"Systems thinking is not about diagrams. It’s about how to exist in a complex world. Complexity isn’t a problem — it’s a new, invisible reality we must learn to live in. You can’t see complexity if you continue thinking in a simplified way. Thinking differently is a skill. It can, and should, be trained."

“Systems thinking is, above all, the ability to see the whole. To perceive connections, notice what’s not obvious, and build internal order that enables action in complex contexts. It’s a new level of management maturity that starts with something simple but radical: to see yourself as part of the system — and at times, as the cause of the organization’s systemic challenges.”

If you want to dive deeper into systems thinking and transform your management approach — we invite you to the program “Systems and Systems Thinking for Managers.” Program details .