Written by Colin McEvoy | March 10, 2025 | SHARE
The Iacocca Institute’s Executive Fellows explored the importance of systemic thinking in leadership during the latest Executive Leadership Dialogue Series, highlighting its role in addressing complex, interconnected challenges
The Iacocca Institute’s Executive Fellows participated in a thought-provoking discussion about the importance of systemic thinking in leadership, offering insights into how this approach can better address the complexities of modern problem-solving.
It marked the second gathering of the Executive Leadership Dialogue Series, a monthly meeting of business professionals, scholar-practitioners, and multidisciplinary experts from throughout the nation and abroad for a robust discussion and exchange of ideas.
Iacocca Institute Executive Director Scott Koerwer opened the Feb. 27 meeting by emphasizing the importance of maintaining regular leadership conversations and the value of building a network of subject matter experts to advance the Institute’s global leadership instruction.
“This esteemed group of thought leaders and senior executives from diverse industries and countries enriches our programming with their expertise, insights, and research,” Koerwer said. “Through this series, they will contribute content, thought pieces, corporate access, and invaluable insights.”
The presentation about systemic thinking was led by Larry Starr, an Executive Fellow and the Director of Applied Research for Iacocca Institute, as well as an Adjunct Assistant Professor of Pharmacy Systems Science at Geisinger Commonwealth School of Medicine.
Starr discussed the distinction between analytic and systemic thinking. He explained that analytic thinking, which breaks down problems into smaller components, is widely taught and used in problem-solving, particularly in scientific and evidence-based fields.
In contrast, systemic thinking sees problems as interconnected wholes, emphasizing interdependence and the emergence of outcomes from the interaction of problems. Starr said systemic thinking is often necessary for addressing complex challenges and is growing in importance across disciplines.
However, Starr noted that systemic thinking is not widely taught in elementary or high school, making it challenging to apply. He emphasized the importance of education in this area to help leaders shift from analytic to systemic thinking and better address complex issues.
“Different contexts produce different problems, which require different modes of thinking,” Starr said. “Analytic thinking works for complicated problems, but complex problems demand a systemic approach—yet we rarely teach people how to think that way.”
Visit here for a list of current Executive Fellows, which includes representatives from such companies and organizations as AACOM, AAMC, Evolution Advisors, Iberia, Kerning Strategies, Muhlenberg College, PBJ People Consulting & Coaching, Stanton Chase, Three Hills Capital, and Think Creative.
Launched in July 2024, the Executive Fellows foster a rich exchange of diverse perspectives that will enhance cultural competency and global awareness among the Iacocca Institute community, helping its learners, alumni, and extended network to develop a more nuanced understanding of national and international affairs and operate effectively in a globalized world.
By regularly providing insights into emerging trends and best practices from various industries, the network will create a dynamic forum that enables rapid dissemination of new knowledge and the cross-pollination of ideas that encourage innovative solutions to complex problems across different contexts.
During the meeting, Koerwer shared the Iacocca Institute’s goal of expanding the Executive Fellows network to 100 members. He encouraged current fellows to take an active role by nominating colleagues and contributing articles or presentations for future discussions.
Starr’s discussion about systemic thinking covered two models for navigating complexity and uncertainty: the VUCA model, which describes environments as volatile, uncertain, complex, and ambiguous, and the Cynefin framework, developed by researcher and management consultant Dave Snowden.
The Cynefin framework helps leaders make decisions by categorizing situations into five domains—clear, complicated, complex, chaotic, and disorder—guiding them toward appropriate strategies based on the nature of the challenge.