All failures in organizational leadership, management and in our personal affairs are systems failures.
They are caused by people failing to understand what drives the systems they are a part of, how they work and how they interact with each other.
 People and organizations are two 'local' systems within a greater universal system.
People are systems of independently programmed cells, just as organizations are systems of independently programmed people.
All are interpendent.  Changing one will change another, directly or indirectly.
A poorly performing employee affects not just those around him or her, but the whole company.  A customer lost here is a customer won elsewhere.

In order to manage change in one local system successfully we need to understand the impact this will have on other affected local systems.
We cannot understand one without understanding the others.

Failures in personal management are often due to an inability to understand the system of values that motivates people.
Failures in organizational management are often due to an inability to understand the interactions between
differently motivated people and the needs of organizational sub-systems - economies, customer needs, processes and roles.

    Because the structure of DNA's values is the universal structure of all evolutionary systems, it enables us to better understand them,
how they relate to each other and what strategies are most likely to optimise outcomes for individuals and organizations alike.

While the values used in DNA personal reports are unique to people, every system and every part of every system can be understood in terms of value-equivalents.
This is what makes DNA such a unique and powerful tool and aid to management consultancy.