What? Why? How? With what means? Based on what values? How much energy will be needed? What obstacles can be expected? Tebiki© provides the answer
Tebiki - Japanese for control, leadership - is our central tool for sustainable governance. Tebiki© is derived from the Japanese principle "What is worth living for - Ikigai" and our further development.
With Ikigai , a company gets a foundation. Following on from this, a process is needed to set off, namely the navigation to the next, best possible decision. Tebiki supplies this procedure.
Tebiki© Making Decisions is a core part of the Augmented Leadership Framework .
Figuratively speaking, Tebiki is a vehicle with a navigation system that departs for activities from the sheltered parking position called Ikigai.
The Tebiki matrix is similar to that of Ikigai. A representation like a compass with four cardinal points. Again, the central position means balance. As a location-determining tool, Ikigai can initiate movement, but is essentially static. Tebiki, on the other hand, is the tool for an initiative and is therefore mobilizing. With Tebiki, the protected parking position of the Ikigai is left for one or more activities.
Breakthroughs and upheavals always represent a risk as a change of position. The Tebiki matrix is used to better assess risks in projects and in decisions on projects and to make optimizations to minimize risks easier to identify.
The result of the ikigai becomes the starting point in Tebiki, namely the purpose within the matrix of Tebiki. This fills the purpose field in the north of the matrix.
Then in the east: Values - qualities that give a company or several related projects a special value.
Now in the south: Energy – what is mobilized and raised to set in motion, execute and successfully complete a company or several related projects – and that also sustainably, i.e. permanently with a lasting positive expenditure balance.
Finally West: Reality – that which is and therefore cannot be changed and must therefore be strategically included and taken into account as a specific condition, dependency, obstacle or risk with regard to a company or several projects.
As a decision-making tool, Tebiki works best when the input to the four fields is estimated Ikigai
The method then becomes mathematical through estimates. Previous results can be compared with current ones, i.e. evaluated, making Tebiki a self-learning governance tool.
If the Tebiki vehicle has been brought to the start and is running, then with every mile the probability that the company in question will be driven to the wall decreases - again, figuratively speaking.
Why is this extremely important?
Only 39% of all projects are completed successfully, i.e. on time, on budget and with the required features and functions.
In 74% of all failed projects, the reason for the failure was a time limit. In 69% not all planned properties could be implemented. In 59% the costs were exceeded.
Smaller projects (budget below 1 million US dollars, success rate: 76%) fail less often than large ones (budget above 10 million US dollars, success rate: 10%.