Levers of Control

Levers of Control is a management framework developed by Robert Simons that helps organizations to align their goals and strategies with their operations and control systems. The framework suggests that there are four interrelated levers of control: belief systems, boundary systems, diagnostic control systems, and interactive control systems.

The key components of the Levers of Control framework include aligning organizational goals with control systems, creating a shared belief system among employees, setting boundaries for acceptable behavior, and implementing diagnostic and interactive control systems to monitor and adjust performance.

The importance of the Levers of Control framework lies in its ability to help organizations to manage complexity and uncertainty, and to align their goals and strategies with their operations and control systems. By using the four interrelated levers of control, organizations can create a framework for effective performance management and decision-making.

The history of the Levers of Control framework can be traced back to the work of Robert Simons in the 1990s, who developed the framework as a way to help organizations to manage their operations and control systems more effectively.

Examples of situations where the Levers of Control framework could be applied include strategic planning, performance management, and risk management. In these cases, the framework can help organizations to align their goals and strategies with their operations and control systems, and to manage the complexity and uncertainty that often arises in these areas.

Overall, the Levers of Control framework is an important tool for organizations looking to manage complexity and uncertainty and to align their goals and strategies with their operations and control systems. By using the four interrelated levers of control, organizations can create a framework for effective performance management and decision-making that helps them to achieve their goals and objectives.

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