Xi GmbH was set up in 2009 to provide support for mastering coordination tasks in complex organizational and inter-organizational settings.

 There is a visible increase in problems where conventional steering and problem solving mechanisms are failing.
 Top-down steering in the form of financial compliance or performance compliance can often not deal adequately with increasing decentral complexity. Reductionism in the problem solving approaches more often than not falls short of addressing the requisite complexity for an adequate problem solution.

We are convinced that an integral governance can be achieved that overcomes many of the deficiencies of traditional steering paradigms. An architectural approach to the problem space and the leverage of modern information technology are critical to realizing our vision of integrating different perspectives and enabling choice of actors.


To establish orientation and motivation as the basis for engagement at all levels the following challenges have to be addressed:

Understanding the power of context.
Direction setting that is based on a shared sense of reality and possibility and aims for excitement.
Coordination that uses effective interaction tools and aims for trust.
Personnel development that takes account of diversity and supports individual development paths.


The steering challenge gets complicated by

increasing diversity of contexts,
increasing interdependence of stakeholders,
increasing information loads,
increasing ambiguity.


The common reaction is higher investments in standardization, financial compliance and performance control systems.  This leads to ever more complex, yet not more effective performance contracts.  Such steering is characterized by a backward orientation, „gaming“ and little accounting for contingencies. Organizations become internally focused, stressed, but not more effective.


The following framework helps in exploring key factors of success for an integral governance.

Purpose of website

This website is a repository for documenting projects and explorations concerning complexity and tools to deal with the ensuing challenges undertaken by Johannes Meier. A focus is on tools that can help improve quality of direction and interaction and renewal in organizations and networks.  Tipping points and the phenomenon of resonance and what can be done about them are of central interest.


I will add summaries of important concepts here in the future.


The key concepts have been applied in the following projects.