The whole thing started with us seeing that leaders generally resorted to the “ready-made solution” of reorganization when there was a problem. Reorganization did not always solve the true problem, but everyone was involved in this change, which was often highly Inside-out oriented and sometimes worsened the problem.

Another observation was that people generally threw themselves into action before analyzing the real situation. We could see that the quality of business planning depended largely on the level of consciousness of the leaders and co-workers who did the planning and made the decisions. To address this we developed a process to increase their consciousness and by doing so also increasing the quality of their thinking and acting. We call this process Mindo^®.

Below you can see an illustration on Mindo^®.