Dean MeyerSpeaker and Booking Agent Information

Meyer is the inventor of Structural Cybernetics, a scientific approach to organizational structure that treats organizations as dynamic systems. It provides a common language and clear principles to guide the design of organizations as a set of interlinked entrepreneurships. Structural Cybernetics also includes practical methods to build flexible cross-boundary teamwork, and a step-by-step implementation plan that details a well-tested process of participative change.

Meyer has pioneered the use of economics within organizations. His research on the Internal Economy provides a sound approach to resource management that puts budgeting and chargebacks in the broader context of an economic decision-making process. The Internal Economy includes a detailed, evolutionary implementation process that addresses backlogs, strategic alignment, and pressures for decentralization, while replacing bureaucracy with entrepreneurship.

Dean Meyer has worked in the information industry as a user, software designer, implementor, researcher, and consultant. A native of San Francisco, he started using computers as a teenager in the 60s when personal computers were a novelty. He began his career in 1968 at Stanford Research Institute in one of the first office systems research projects -- the group that invented the mouse, windowing, hypertext, desktop publishing, cooperative processing, and other industry-leading innovations.

He worked at SRI throughout his undergraduate studies at the University of California at Berkeley (BS in business, 1973), and his graduate work at the Stanford Business School (MBA, 1976).

In 1976, Meyer joined Xerox in Rochester, NY, developing information tools for marketing and strategic planning. In 1978, he co-founded the Diebold Automated Office Program, hosting a series of conferences for leading IS executives. He popularized terms such as value-added benefits, and office automation.

In 1982, Meyer established his own company to focus exclusively on organizational leadership issues. He is now applying the structured thinking of his IS origins to the systematic design of healthy organizations.

Over the last 15 years, he has implemented transformations in dozens of medium-size to large organizations in the private and public sectors throughout North America. Whether facilitating a group of senior managers in participative organizational redesign, writing a magazine article challenging popular thinking, or addressing top executives on the science of leadership, Dean Meyer presents practical solutions to tough and elusive leadership problems.