Complexity Harnessed Through
an adaptive organisational intelligence
days it really is difficult to see the wood for the trees, and
somehow those days just keep getting more frequent. You really
want the management team to think strategically, but tactical
issues just keep knocking them back down into the detail - and
it's going to get worse.
Major advances in technology and communication
have rapidly accelerated both change and interdependency - everything
we do has repercussions, and everything 'they' do has repercussions
The problem is, we are thinking at the wrong
level - if we look at the detail all we see is chaos - the patterns
have migrated up to the level that controls the detail and we
need to understand them and control them at that level. We are
no longer able to plan production - we have to plan demand algorithms.
We can no longer design products - rather we design platforms
and configure solutions.
is to lift management's thinking up a level; to develop these
'meta-processes'; to recognise the patterns in the complexity
and to adapt the learning. In short, we believe that management
often fails because it fights the wrong battles at the wrong
level, and that it now needs to adapt its intelligence to apply
it at a level where it can be truly effective.
In our pages on management's
role we explore this premise in more depth, & in 'Perfect' we look at some of the principles and tools
that help managers reconsider their role.
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Management Systems Ltd 2003
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Managing by Design
- a handbook of
(purchase on line)
- how to make your strategic partnerships work for you
Competitive edge through effective partnerships
we see the management issue.
Moving up a level: redesigning