Systemic design is an approach developed to help people—designers, practitioners, strategists and others—to better handle uncertain and complex challenges.

While it is considered a broad collection of tools and approaches, systemic design can be most simply understood as an intention to integrate the analytical and descriptive practices of systems thinking with the action-orientation of design. 

The lens of systems thinking is used to map and understand the relationships, dynamics, and tensions at play in a given system, and design is used to ideate and experiment with new frames and system configurations.

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Systemic design blends these practices to understand issues holistically and validate pathways to resolve them.

# What's the benefit?

**Structured learning** 
Systemic design creates a structured learning process, bringing clarity and understanding of what matters. By giving participants a better and shared understanding of context, purpose and their choices, they can move forward with greater confidence. Systemic design provides a reliable process to reduce uncertainty.

**Engaged people** 
Systemic design is humanist in nature, engaging people involved in the change in the process of understanding and shaping it. This ensures their perspectives are captured, synthesised, and the choices are selected that have the highest chance of success. Importantly, the allies that you might need to create change can be brought into the process earlier.

**Improved outcomes** 
As it considers a broad theatre of action, systemic design encourages you to think about consequences and implications across stakeholders and timeframes. In doing so, it minimises unintended consequences when changes are made, and helps avoid creating new problems. Further, it helps you identify opportunities early to maximise your possibilities. For organisations, this leads to saving time, reducing costs and improving outcomes.

# Who is systemic design for?
Systemic design can be helpful for anyone confronted with uncertain and complex situations with decisions to make.

We believe that systemic design is most useful when decisions must be made but there is no clear process. These circumstances can occur when it’s unclear which stakeholders or factors are most influential, or the definition of success is ambiguous. 

Often this occurs at points of transition—when the relationships between an organisation and their context are shifting, and you need to understand a situation holistically. Examples include: 
&#8226; reviewing a business or operating model; 
&#8226; entering a new market; 
&#8226; making investments; or, 
&#8226; introducing a business to new audiences. 

Those leading and building organisations encounter these circumstances more than many others; these include CEOs, founders, executives, and strategic and product disciplines professionals.

# It’s powerful approach to change and build systems
Systemic design has broad application. It is well suited to the complex nature of decision making in contemporary organisations. It’s an approach to problem-solving that is well-aligned with the challenges of a complex, changing world. Some examples include: 

**Identifying the best changes to make** Working at the source rather than the symptom. 
**Putting design choices in perspective** Understanding the dependencies and implications beyond the change. 
**Aligning actors and incentives** Creating shared meaning and purpose in complex environments. 
**Enable a greater awareness of context** Key areas of attention and influence in the system are known upfront. 

Systemic design is already been used across a wide variety of projects at different scales; from helping understand the way a business works through to large scale system transformations such as food systems in healthcare, and shaping entrepreneurial ecosystems.


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Want to know more about how systemic design actually works? Read <a href="https://snowmelt.io/journal/how-systemic-design-really-works/">here</a>, or see our <a href="https://snowmelt.io/approach/">approach</a> and <a href="https://snowmelt.io/work/">work</a> to see how we use systemic design in strategy.
 
For a broad set of resources on systemic design explore the library of the annual <a target="_blank" href="https://rsdsymposium.org/">Relating Systems Thinking and Design Conference</a>. Also take a look at the <a target="_blank" href="https://www.systemicdesigntoolkit.org/">Systemic Design Toolkit</a> to try out some of the activities in your own projects.
 
Want to keep up to date? <a href="http://eepurl.com/hIQvK1">Subscribe to Snowmelt News</a>.

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What is systemic design?

At Snowmelt, we consider systemic design as a mindset and process. Rather than rushing into 'solution mode', systemic design moves thinking and conversations *upstream* to understand the potential causes and relevant context of a challenge or situation. This learning is best done in groups that bring a variety of relevant perspectives together. New perspectives create options to address or prevent undesirable situations and clearer pathways toward preferred outcomes. 

It’s a reflective and action-oriented practice of collectively considering questions like:



What’s really going on here? 
How should we define this problem? 
Which relationships are the most important? 
What else do we need to consider? 
How might this situation change over time? 
What are the risks and opportunities? 
What should we do? 
Who do we need to involve in the process of decision making? 
What would have the best chance of success? 
If we take this option, what might be the consequences? 



To answer these valuable context-setting questions, projects can involve a variety of research and detailed engagements with internal and external stakeholders. These can take place in individual interviews or collaborative workshops. For example, it might involve talking to those who will be managing or creating the change in the system, those who are affected by the current configuration of the system, or those who will be affected by the outcome. It is an engaging and collaborative process.

The information gathered is not strictly qualitative or quantitative, as it draws from data and insight from multiple sources to inform the decision and tell the story to those impacted. Knowledge about the challenge is shaped by focused research, those collaborating in the process, or the individuals engaged for their perspective.

To help people think together, systemic design often involves building visual representations of systems. These might be pictures of operating models, ecosystems or value chains. Single, shared frames of reference that can be touched, discussed and changed in conversation are powerful tools to ensure alignment and accelerate decision-making.

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- A stylised example of a system map we use to communicate and talk about a business.

Regardless of the process, outcomes are essential. At Snowmelt, we begin with the end in mind. Firstly, we consider the target outputs such as strategies, frameworks for decision making, process documentation, increases in productivity or changes in perspective. Once defined, we define a program of activities to realise them. 

It is rare to have perfect information, especially at the beginning of a process. Accordingly, systemic design processes are adaptive and change as new information comes to light. Over time, research might reveal a more significant or pressing issue that merits more attention than the original challenge. As new knowledge emerges, it's possible to change the approach in-process to reprioritise the activities to get to the most useful outcomes. Projects can vary greatly in effort and duration, depending on the requirements and ambition of the client or stakeholders involved.

Ultimately, the focus should always be on creating the right artefacts in service of the right goals, rather than the artefacts and goals as initially planned at the beginning of the project.

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Want to know more about systemic design? We explain it in this <a href="https://snowmelt.io/journal/what-is-systemic-design/">article</a>. See our <a href="https://snowmelt.io/approach/">approach</a> to see how we use it in strategy.
 
For a broad set of resources on systemic design explore the library of the annual <a target="_blank" href="https://rsdsymposium.org/">Relating Systems Thinking and Design Conference</a>. Also take a look at the <a target="_blank" href="https://www.systemicdesigntoolkit.org/">Systemic Design Toolkit</a> and <a target="_blank" href="https://www.bispublishers.com/design-journeys-through-complex-systems.html">Design Journeys Through Complex Systems: Practice Tools for Systemic Design</a> to try out some of the activities in your own projects.
 
Cover image: A workshop run by Snowmelt and <a href="https://www.conicgroup.com/">Conic Group</a> at the Relating Systems Thinking and Design conference in Chicago 2019.
 
Want to keep up to date? <a href="http://eepurl.com/hIQvK1">Subscribe to Snowmelt News</a>.

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How systemic design really works

Snowmelt represents a change of state—the transition from solid to liquid. For us, it's more than just a name; it describes how we think and work. We found Snowmelt to be a powerful metaphor for what we had been observing: the ability to unlock new value by understanding and creating organisations not as fixed and bounded entities, but as fluid and open processes that connect and adapt to their changing contexts.

# Organisations and change
Organisations and their structures and systems have evolved to meet the needs of an ever more complex society. Many endure well beyond any individual person; like governments, universities, and corporations. In their development, we might assume that we are creating something that will have permanence.

When we think about change, we typically focus on applying effort to these organisations; we define change, seeking then to apply a force to shift the organisation. We define the new solid form it should take, develop a plan to get there, and implement it. In our heads, we might imagine the institution begins as solid and permanent, is briefly in flux, and takes a new solid form as soon as possible.

Of course, the world changes around these institutions and us. The need for change, evolution and adaptation is undeniable. When we zoom out, we might notice the natural cycle of creation and growth towards transformation or dissolution.

# Towards 'liquid' organisation

As enduring and bounded wholes, our institutions developed for and still reflect the problems of the past. They were created for different needs in different cultures are almost always out of step with the present.

If the pace of change is accelerating and its impacts accentuated, then long-running plans and projects face more significant risks. If the world is interconnected and interdependent, decisions to benefit individual entities are unviable. If our environment shifts suddenly, we might not have the resources to sustain us.

As social, technological and environmental changes collide, organisations need to adapt quickly. The value that was created through hierarchies, stable division of labour, linear processes and exchanges now has less utility. These models have now been challenged by the emerging principles of networks, contingent workforces and capabilities, and multidimensional and platform-based exchanges. This transition has been accelerated by the rise of knowledge- and service-based work facilitated through information technology.

Change is no longer discrete—it is perpetual and ephemeral. At some point, the world shifted from complicated to complex, making it impossible to respond to change one piece at a time. As a result, institutions and organisations can't find a new solid form—their demands are too great.

# Finding opportunity in change
If change is constant and the solid, stable, and predictable world is truly behind us, we must learn to embrace the complex liquid world we now inhabit. Adapting to this new, overlapping, fluid world requires more than an iteration of the tools and processes that have proven effective in the past.

To think in these ways requires support. We need new ways to embrace the fast-flowing currents of data, capital, attention and others. We ebb, interdependent with many others and we must be sensitive to their perspectives. Beyond conventional methods, there are new tools and approaches that embrace the complexity of our world. We can use these to reconceive and remake our organisations as we drift—attuned to emerging risks and new opportunities.

Snowmelt has adopted this disposition, and these new tools and approaches are at the core of our practice. We invite you to explore with us.


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*See our <a href="https://snowmelt.io/approach/">approach</a> and <a href="https://snowmelt.io/work/">work</a> to see what we do.*







*The richness of this metaphor comes from the ideas of many others, including <a target="_blank" href="https://en.wikipedia.org/wiki/Zygmunt_Bauman">Zygmunt Bauman</a>, <a target="_blank" href="https://en.wikipedia.org/wiki/Saskia_Sassen">Saskia Sassen</a>, <a target="_blank" href="https://en.wikipedia.org/wiki/Bruno_Latour">Bruno Latour</a>, <a target="_blank" href="https://en.wikipedia.org/wiki/Richard_Rorty">Richard Rorty</a> and <a target="_blank" href="https://en.wikipedia.org/wiki/Donna_Haraway">Donna Haraway</a>.*







*Additional thanks to <a target="_blank" href="https://www.linkedin.com/in/dreuharrison/">Dreu Harrison</a> for reflecting on these topics with us.*
 
Want to keep up to date? <a href="http://eepurl.com/hIQvK1">Subscribe to Snowmelt News</a>.

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'Snowmelt' in organisations

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Aruma

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Aurecon

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Chartered Accountants Australia and New Zealand

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Climate-KIC

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Coverys

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Crosscut 

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Giraffe

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HealthMatch

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IconByDesign

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Law Squared

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Native Foodways

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The Plant Runner

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SecondMuse

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Showroom-x

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SMART Recovery International

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Taronga

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Our client partners

See how we work

Latest news and resources

Health Technology

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Test case study

Capturing HealthMatch's strategic ambition and operating model

Capturing HealthMatch's strategic ambition and operating model to raise capital and build the team

Since 2017, HealthMatch has connected patients with clinical trials through a digital platform that shortcuts a lengthy manual process for pharmaceutical companies. 

Context

When beginning their first significant capital raise, HealthMatch was a team of fewer than ten. The CEO and founder Manuri and her team knew they would need to start hiring immediately after the raise, but the precise roles and sequencing were not apparent. But, like all early-stage companies, making time for strategic thinking on the business is difficult when working inside it. 

HealthMatch sought support to articulate their strategy and define an operating model that could help them scale to meet growth, product and team milestones; and a way to have rich conversations about the nature and dynamics of the business.

Working towards their Series A raise

HealthMatch was working towards their Series A raise

Snowmelt explored the current state of and ambition for HealthMatch through a series of conversations with the CEO and key leadership team members.

Response

We then designed and facilitated workshops to explore and test several operating models to help HealthMatch reach its strategic ambition, prioritising flexibility to respond to growth and product learnings as the business grew. In addition, we used our activity-based Fractal Market Map™ to build out further detail in the model and ensure it could grow with HealthMatch in terms of scale and complexity. The ongoing involvement of Manuri and her team in developing the model built a deep understanding–they felt like they owned the plan. 

The model was used to test HealthMatch’s business across various challenges, including competitor comparisons, present/future value drivers, and develop a detailed hiring plan.

Ultimately, we created a standalone visual strategy document outlining the business’s future potential and how the team would realise it.

We explored the vision and the operating model to realise it

We created a single-page view of HealthMatch’s business for the first time, showing how their activities create value by connecting patients with clinical trials.

The organisation

The present value drivers illustrate which parts of the business create tangible value today.


Present value drivers

The future value drivers show which activities will become valuable as the business reaches new levels of scale.

Future value drivers

Grouping interdependent activities together helped us define business functions with clear scope and expected information flows between them.

HealthMatch business functions

To help the team understand where they needed to hire, we showed the focus of effort of key team members across the organisation.

Existing team configuration

With this context, the most critical hires were almost self-evident - where leadership roles for functions that weren’t staffed and key activities requiring technical specialisations.

Growing the team in the next three months

This plan was extended over the following year, building out capability and capacity according to anticipated business needs.

The hires planned for 12 months of growth

Visually communicating the operating model created clarity

Building the organisation

“I put this in front of our investors and they understood what we were trying to do with HealthMatch straight away. It gave them confidence that we were thinking about the bigger picture and the business we needed to create.”

Building a consistent frame of reference to think and talk about strategy and operations has helped the team to align their thinking and quickly plan.

Outcomes

The leadership team had consistent language to talk about the business and ultimately successfully completed their first major capital raise of A$6M led by Square Peg and Folklore Ventures (then Tempus Partners).

The standalone visual strategy document helped to build a “just enough” governance model that helped the team plan and manage their work without unnecessary overhead; and a clear view on recruitment priorities accelerated growth and onboarding.

The model was easily communicated and was well received

The model was easily communicated and well received

The new HealthMatch growth narrative attracted capital and talent

Results

 The unique and visual strategic framing engaged investors and pulled conversations away from pitch decks and spreadsheets and into strategy.

Visual storytelling communicated the key messages quickly

 Their series A round was led by Square Peg and had follow on investment from Folklore Ventures (then Tempus Partners) and many others.

Raised A$6M

HealthMatch found and quickly onboarded over 20 new team members across their business functions.


20+ new team members

“We have actually been really surprised how useful it has been in hiring and onboarding - helping the team understand what was happening in the business and where they would fit has helped us shape roles and responsibilities.”

Founders are uniquely positioned and across their businesses as a whole. When the team around them is focused on execution, they may not have access to strategic conversation partners to progress their thinking or solve long-term problems. Working with strategists can address these challenges.

What we learnt

Time is always of the essence, both in terms of availability in the room and turnaround. Careful conversation design to minimise the face time required in an engagement backed by rapid synthesis to share the outputs quickly is invaluable.

Building shared frames of reference helps to bring people into generative, valuable conversations quickly. These artefacts must be carefully built, balancing simplicity for easy understanding with detail to inform nuanced discussion. To strike the right balance, it’s necessary to take a user-centric approach to the documents, and build from first principles so that they can stand alone.

Communicating complex stories quickly

At big decision points, founders need timely conversations with thinking partners and the ability to communicate complex stories quickly

We captured HealthMatch's strategic ambition and operating model

Professional Services

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Codifying Law Squared’s unique 'cluster' operating model

Codifying Law Squared’s unique 'cluster' operating model to help them scale and grow

Law Squared was founded in 2016. Since its foundation, it has sought to provide lawyers with an environment and culture unparalleled by any other law firm and build deep and meaningful relationships with clients. To deliver this, Law Squared focuses on empowering teams and building trust.

This approach has been attractive to progressive lawyers of all levels of experience who want to change the way law is practised and get exposure to activities ordinarily undertaken by partners, such as business development, relationship management and firm strategy. It has also been desirable to clients who are frustrated with the legal status quo.

Law Squared was growing to meet this market demand from lawyers and clients but was adamant that the organisation stay true to its culture and values. 

Snowmelt was engaged to identify the current and anticipated challenges with the cluster model and develop changes to mitigate these, helping the firm grow without introducing hierarchy or friction.

Rethinking Law Squared's cluster model to keep up with growth

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Our work began with two of the firm’s practice areas. First, we designed an engagement process consistent with Law Squared’s values - deliberately engaging all team members in interviews to learn what they thought was working well, challenges and opportunities as individuals, team members and part of the firm. From these interviews, we identified some common challenges:

— How can work be allocated and managed in a fast-paced service delivery environment?

— How can decisions be made in a way that balances collaboration across a team of equals with individual empowerment?

— How can individual development be tracked and managed consistently without the defined milestones and roles of traditional law firms?

We then designed workshops to explore these with each team and develop possible solutions, including journey mapping and system mapping approaches. We identified several common challenges and subsequently designed workshops to explore these with each team and identify possible solutions. We developed these and iterated them with the teams and the firm’s Director. The practice areas adopted some of the solutions to help manage their work as the teams have grown.

Law Squared subsequently extended our work to the remaining two practice areas to align behaviour across the firm. We also extended the documentation to help onboard new starters into the team.

We ultimately created a set of visual playbooks for each practice area built from a common pattern. Each was customised to meet each team’s unique combination of matters, preferences and size.

Approximately two months after adopting, we conducted retrospectives with each team and used our learnings to update the playbooks. 

Understanding what to maintain and change in the cluster model

We created a visual representation of the operating model, showing the different parts of the business (including the legal cluster teams in the centre) and how they connect.

Representing the operating model

The view of the operating model was adapted to show an individual’s perspective of the firm, helping them see the firm as a whole and understand where specific activities created value. 

Visual capability map

We developed a self-assessment tool to estimate a team member’s capability, to capture how they can work and contribute across the business as a whole.

Worked example: Capability map

Individuals can also use this view to highlight where they would like to develop further, and whether that is incidental in the course of their work or focused.

Worked example: Development plan

Visualising Law Sqaured

Building a new operating model

Visualising the operating model, team capabilities and development pathways

"As we grow, we will need new capabilities and skills. This map makes that real. It gives us a clear picture to guide conversations with each other about where we are now, and the choices we have for our future development. The capability map is one of the most powerful things we have created."

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The teams that make up the firm have a documented way of working that will help them stay true to their values and culture as they grow, without introducing hierarchy or sliding towards traditional ways of delivering legal and professional services.



Individuals within the firm have shared language and reference points to describe their capability and ambition to each other and in development conversations.

A redefined, fit for purpose way of working 

A redefined, fit for purpose, and clearly communicated way of working for Law Squared's teams

"Other major law firms think of capability as either winning the work or doing it, this model takes Law Squared so far beyond that."

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Self-organising teams working without hierarchy can be incredibly productive and satisfying for individuals - but it can be difficult to access efficiencies without careful planning.

Freedom from the constraints of traditional roles and career progression is incredibly empowering, but new shared structures and language aligned with culture is required to keep people moving forward.

Operating models need to be designed to consider the current and future needs of the organisation, leveraging the strengths of individuals without assuming that they will always be available. They need to be shaped so that they can accommodate the growth of the teams they support.

Make your operating model work for your organisation

We codified Law Squared’s unique 'cluster' operating model

Disability services

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Snowmelt workshop

We helped Aruma to understand their real estate and accommodation portfolio

We helped Aruma to understand the dynamics of their real estate and accommodation portfolio after growth

Urban scape

With over 5300 customers and  5700 staff, Aruma is a mission-oriented provider, focused on improving the wellbeing of people with disabilities. They always put their customers first,  with a variety of customised services across NSW, Victoria and Queensland.

Aruma is a newly formed organisation created in 2019 from a merger of House with No Steps (founded in 1962), and the Tipping Foundation (founded in 1970). This merger was precipitated by significant industry change, led by the introduction of the NDIS.

The merger and commencement of services under the NDIS drove substantial organic and inorganic growth in Aruma’s operations. Like the rest of the sector, Aruma is learning how to operate differently. This change has created the need to rethink many aspects of Aruma’s operational and service models.

Aruma’s Strategic Innovation team was exploring emerging for-purpose business models and embarked on this project as a way to frame an aspect of the business. The team identified ‘property’ as a key enabler of service provision for customers and revenue generation across all business functions.

Snowmelt was engaged to explore the relevance of property to Aruma’s business model, and help their leadership and teams understand its dynamics more holistically. 

Stepping back to understand the role of and opportunities in the real estate and accommodation portfolio

Stepping back to understand Aruma's real estate and accommodation portfolio in context

Snowmelt used its systemic design expertise to create a holistic understanding and representation of Aruma’s real-estate and accommodation portfolio and identify its latent opportunities.

Throughout the process, we worked closely with the Strategic Innovation team, exploring the portfolio as a system through multiple perspectives. Our approach relied upon interviews and research with those managing and experiencing it, careful synthesis of internal & external data, and group conversations. We aimed to create a compelling case for how the portfolio could create better customer outcomes, and organisational outcomes.

We began by exploring the function of the accommodation portfolio within Aruma’s business model, drawing from detailed historical information, shaping our engagement with the wider organisation in   a series of interviews with the Property Management team, Finance team and leaders across business units.

We synthesised the information gathered from the interviews into key findings and visual representations to easily convey the current state of the accommodation portfolio. Draft visualisations oriented around the accommodation portfolio, contemplating different dimensions (e.g. space, time, experience) were used to shape further investigation and focus on key challenges in the portfolio. 

A large cross-functional workshop tested emerging hypotheses and system insights. Snowmelt played back the findings and facilitated an open discussion focused on clarifying and extending what we had found.

Insights and visualisations were substantiated using quotes from interviews and conversations, sourced Aruma reports and publicly available information. These sources included exploring Aruma records, NDIS data, and additional reviews of previous internal projects. Through co-design with the internal teams, we suggested actions to better understand these challenges and risks and what might be done to mitigate/capitalise. 

Building the picture through cross-silo conversations, synthesis and system mapping

We completed the picture through cross-silo conversations, synthesis and system mapping

"Snowmelt design and think with you. You don't provide a brief and wait for the presentation to be returned."

We created a timeline of Aruma, using the combined historical narratives of the merged organisations, House With No Steps and the Tipping Foundation. 

Charting organisational history

We extended this to think about the external changes in government policy and decisions across federal and state that shape experience for people with disabilities.

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Understand a market

Design the right business model

Create the operating model

Define products and services

Scale

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Ensure strategic fit

Build effective ways of working

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Transform

Assess the current state

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Engage your investors

Inspire your team with strategy

Build strategic partnerships

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We help founders, executives and leaders to navigate a complex, changing world

Explore our work

We helped Aruma to understand their property portfolio after growth

We captured HealthMatch's strategic ambition and operating model

We codified Law Squared’s unique 'cluster' operating model

Our client partners

Latest news and resources

What is systemic design?

How systemic design really works

'Snowmelt' in organisations

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on your mind?

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tell us about it?

Thanks for sharing.
We will reach out soon!