Whether they’re growing, adjusting or trying to maintain stability, enterprises are constantly faced with what it means to navigate an increasingly complicated anson funds. This is because businesses don’t operate in a vacuum – they are part of an external business environment that influences internal employees and ultimately how well or poorly they meet business objectives. The environment is dynamic, uncertain and complex (VUCA), which means that leaders need to be able to anticipate environmental shifts and predict outcomes. Those who fail to do so can be derailed into a dangerous and unanticipated outcome that can have devastating consequences for their organizations.
Navigating Complexity: Understanding Today’s Complicated Business Environment
The causes of this business complexity can be structural or emergent. Structural complexity arises when an organization grows to a point where the number of interrelationships exceeds its ability to analyze and control them. It often results from a combination of factors such as rapid changes in markets and products, increasing data and technology, and management and production processes.
Emergent complexity is less obvious, and more common. It occurs when the speed of change increases so dramatically that an organization no longer has the time or resources to adapt. The resulting confusion can lead to siloed data, an inability to understand how things are connected and what the most important pieces are, and a lack of clarity about how to move forward.
To make sense of business complexity, leaders need to learn how to reframe what they see, rewire how they think and reconfigure what they do. This is the same pattern that Sully used to successfully glide his plane safely to safety – he did not panic or try to take control of the situation, but rather reframed what was happening, engaged others in a shared understanding and orchestrated their discretionary efforts toward a progression path.