Project Portfolio Management von Franc Grimm

This model demonstrates an innovative and effective way for a permanent planning, prioritization, control and monitoring of all projects within an organization - based on Systems Thinking.

Balanced Scorecard and Strategy Map Example von Kai Neumann

This model was developed with the help from the model "Comprehensive Enterprise Model" by Kai from KNOW-WHY.NET: Please open it with iMODELER and expand the clustered factors to see all the details (or have a look at the collection of slides in the Menu...Presenter, first)

Comprehensive Enterprise Model von Kai Neumann

This is just a fictious case of an enterprise to show how it can be comprehensively modeled. Not only the weightings should differ from case to case but also more concrete factors should be added, e.g the concrete competitors, the features of the products and their impact onto the customer's feeling of integration and development, the potential market expansion etc.. For a possible quantification and a BSC it should be checked whether all measures and decisions impact measurable factors. Also a lot soft ...

Ethical management (FIFA, Volkswagen, Food Industry, Banks, etc.) von Kai Neumann

A collaborative qualitative model that goes into more detail on the question how we as a society can get companies with more ethical behavior. A factor that pops up in the Volkswagen model by Emma:  but also when we think about FIFA or all the lobbyist's work from the oil industry (there is the BP memo from the eighties that described the strategy to prevent the information of the public on the likelihood of a climate change) or the nutrition ind...

The case of Mr. E (case management example) von Susanne

This is an anonymous case management example from my work with a client using the iMODELER 

Competitive Incentives: Working Harder or Working Smarter? Improvement Management von Michael Nesser

Actually, it should only be a small excercise - to test the imodeler. But the results of the model are really worth to be posted here. The model is based on the findings of the following research, I've only added a few points:  Nobody Ever Gets Credit for Fixing Problems that Never Happened: Creating And Sustaining Process Improvement (Nelson P. Repenning, John D. Sterman). The findings are not really new, but still valid and relevant.