In my career, I've always been looking for ways to uncover and utilize the existing synergy in organizations and in our everyday lives.

From a technical (computer science) background, I migrated towards management and was always confronted with the win-loss culture of almost all ventures and enterprises I encountered.

In 2003 this changed with meeting Prof. Boaz Ronen and a couple of years later Dr. Eli M. Goldratt. Both presented me with the world of Win-Win-Win and Synergy, where people working together can create much more than in isolation.

I worked directly with Eli Goldratt for 7 years, during which time I developed many solutions and new knowledge about the Theory of Constraints (TOC) methodology.

In 2019, I received the Lifetime Achievement Award from the Theory of Constraints International Certification Organization (TOCICO).

See more about Humberto at: https://www.linkedin.com/in/hbaptista/

Anyone who has heard of Bottlenecks or read The Goal (by Eli Goldratt and Bob Fox) has an idea of what TOC is capable of. In fact, it sometimes gives the impression of being a methodology present in any type of human endeavor. 

Despite the numerous examples of successes from TOC and its wide applicability, it has always bothered me that its usage has been limited to areas or business units, while the true power of synergy and of people really exploring what they can do together has not been tapped into.

Recently, I was asked, "If TOC is the solution, then what is the problem?" I struggled to answer this in an honest and practical way.

My answer was, "The problem is: how to know, practically and effectively, what the global consequences of any local action are."

Don't underestimate the difficulty in implementing that. Even small organizations have a huge number of interconnections inside them and an even larger number of connections with the outside. So, while managing each part of the organization may seem hard, it is much harder to manage the interconnections of the parts of the organization among themselves and with other external entities.

With the experience I've gathered over the past decades and the TOC thinking, I was able to create the tool Local2Global: a straightforward way to connect local actions to global impacts.

But this was still incomplete. In order to fully benefit from the complexity and respective synergy that exist in any human organization, we need a process, a way to cover all the aspects of transforming Local2Global in a way that people can use to run their organizations with their own style and culture.

This process is Comprehensive Management. In short a way for all management decisions and actions to take into account the far reaching consequences they may entail, comprehensively.