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 (http://bit.ly/5-STARBN).
November 12, 2013
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