New trends for management implied by the complexity increase

New trends for management implied by the complexity increase






January 8, 2019

We have no choice but to accept that complexity is omnipresent in every organisation today. Complexity took a very important place in organisation because it is bigger than it used to be one century ago. For this reason, managers and executives have to learn how to run their business while managing complexity. In a previous article, we talked about the pillars of complexity, on which they must rely: strategy alignment, transparency, sustainability and modularisation. Then, complexity involves new methods of management for organisations. Therefore, this new trend is the cornerstone of a great evolution for future leaders. In effect, the increase of complexity is an opportunity for leaders. Managers and executives who would succeed in managing this complexity better than others will become leaders in their organisations and in their markets. First of all, competition is not a solution. Although everyone wants this main role of the leader, they have to work in team within the company. None manager can succeed alone in this very complex system. The leader is important but this one has to work with a team, which supports him. Working in a team is the key to good communication, close communication between the members. In this situation, people have to work in united systems that enable efficient communication. Small groups will think faster and more effectively, towards one precise goal. Thus, decision-making will be much more effective than if each one tries to work on his own to become the leader. The new trend for complexity managers is that they have to be very reactive to any situation. In effect, in today’s complex systems, a leader is someone who will be able to gather the conditions necessary to improve faster. He must be able to facilitate fast and innovative processes that are supposed to make adaptation to changes easier. That is the reason why this new trend is an opportunity for new leaders. Rigid control is not the solution to complexity. Despite what we could think, rigidity will not prevent organisations from complex systems. It could even be the contrary because rigidity keeps us from seeing what is really happening in the entire system. In fact, we would think all our predictions would be accurate whereas anything could happen. Systems have to be flexible so managers and executives can act consequently and then find adaptive solutions. This new trend also includes the importance of relationships. In complex systems, interactions and interconnections are the principal characteristics of our organisations. That is the reason why relationships and business networks are so important nowadays. Therefore, leaders must also be those who think permanently about their business network. It is impossible that any organisation cope with complexity without building a proper and efficient global business network beforehand. Future leaders cannot neglect this point if they want to manage complexity in their organisations successfully – or at least, as successfully as it is possible, taking into account the riskiness of our current complex systems. The importance of relationships in the construction of your global business network for complex systems is analysed deeper in Vivek Sood’s book, The 5-STAR Business Network (

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Our Quick Notes On Five Flows Of Supply Chain Management

Part of our new “Quick Notes” series – this report answers your most pertinent questions of the topic.

  • What are the five flows of SCM?
  • Why are they important TO YOU?
  • How can you map, track, and optimise these flows to serve YOU?
  • What is the importance of difference between "Supply Chain" and "Value Chain"?
  • What are the stellar case studies of each of the five flows?


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  • As we talk about the New Trends we are living in exciting times, and you’re at the forefront of it. The world is changing in dramatic ways, and as a manager, you’re in the best position to take advantage of these changes.

  • The trend in management vary from year to year like it was implied complexity in 2014 but now the trend of the digital supply chain which we can say as I read by quote comment
    “The buzz around the new advisory products and platforms offered by digital attackers and established wealth managers (i.e., incumbents) alike have prompted my colleague Adele Taylor and I to look across our proprietary research on more than 10,000 affluent clients in the U.S. (including “Money in Motion” which we recently completed), as well as other client, advisor, and industry data in our Wealth and Asset Management Practice databases, to learn what’s working for digital attackers and incumbents—and what isn’t. Here are our most important findings.

    We believe digital engagement will continue to gain importance in wealth management, and the prospect and client and experience is already becoming one of the industry’s most potent strategic weapons. That means that the race to deliver the best digital client (and prospect) experience will become even more competitive. The pressure is now on incumbents to take quick but thoughtful actions to raise their digital games. Despite the temptation to tackle everything at once, they should focus on those interactions with the customer that matter most, working together across functions to accelerate development. Personalization makes a real difference to clients and prospects, so digital marketing needs to be attuned to their most important moments (such as life events). Progress on these dimensions can produce quick results and create organizational momentum for moving deeper into digital.”

    Do we have more in trend nowadays for Supply chain?

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