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The SGMM does not represent an idealized corporate reality. It endeavors, instead, to strengthen the collective imagination of those facing management challenges. We intend the SGMM to help actors jointly recognize new impact dynamics and possibilities, by enabling careful reflection and by anticipating cause-and-effect relations hard to fathom. Thus, the SGMM contributes to focusing attention on how management becomes effective. It does so through conscious selection and simplification. In this sense, the SGMM cannot be “implemented.” Rather, it needs to be understood as a perspective and as a way of thinking that helps organizations shape and develop themselves.

We also see the SGMM as a language that facilitates understanding and (collaborative) reflection. As such, it helps to understand the complex nature of management and to practice it responsibly – both in general and in very specific situations.

The SGMM describes fundamental aspects of management. It spells out perspectives on management in context and provides corresponding visual illustrations. It enables actors to carefully consider their experiences of management practice. This makes the SGMM one of the few management models to explicitly subject management as such to reflection. The SGMM understands such reflection as an essential prerequisite for effectively and responsibly designing organizational value creation. [29]

Thus, the SGMM has two key functions: description and reflection / design. We intend the SGMM to enable critically and constructively reflecting on and advancing management practice. Our aim is that the model will as such effectively and responsibly expand not only an organization’s entrepreneurial repertoire of possibilities for action and development but also the management practice responsible for creating those possibilities.