Abstract

Introduction: 
In the competitive research environment, academic research centres face challenges in maintaining long-term viability due to fluctuating funding, evolving priorities, and internal inefficiencies. The Centre for Infectious Disease and Epidemiology Research (CIDER) at the University of Cape Town (UCT) operates in such a setting, with inefficiencies in communication, resource allocation, and administrative processes hindering its adaptability. This study applies Stafford Beer’s Viable Systems Model (VSM) to diagnose these issues and propose solutions to improve CIDER’s resilience and ability to thrive in a dynamic research landscape.

Objective: 
The goal is to use VSM as a systems-thinking tool to identify and address CIDER’s operational inefficiencies, focusing on improving adaptability, resource management, and internal coordination to ensure long-term viability in a fast-paced, externally funded research environment.

Methods:
 A qualitative case study approach was used, involving interviews and process mapping. Data collection also included evidence-based management practices to comprehensively analyse organizational challenges and propose actionable improvements. VSM’s five systems—Operations, Coordination, Control, Intelligence, and Policy—were assessed to diagnose CIDER’s structure and identify areas for amplification and attenuation.

Results:
 The VSM analysis identified significant communication gaps between operational units and leadership, such as, inadequate information systems, siloed operations, and weak external collaboration, leading to delays in decision-making and resource allocation. Implementing feedback loops and improving coordination mechanisms (i.e. establishing systems or processes that allow for continuous monitoring, evaluation, and communication of information across different parts of the research centre) enhanced project management, communication, and adaptability to changes, resulting in streamlined workflows and improved capacity.

Conclusion:
 VSM proved to be an effective tool for diagnosing organizational challenges and facilitating targeted interventions at CIDER. By optimising internal processes, the centre increased its adaptability to external and internal changes, strengthening its long-term viability in a changing research landscape. This paper contributes to both theoretical and practical aspects of organizational management, particularly in the context of research centers, by identifying challenges, proposing frameworks, and offering evidence-based solutions.

Keywords:
Viable Systems Model, research centre, organizational efficiency, adaptability, case study.