New tools for managing complexityDoes your organization manage complexity by making things complicated If so, you are not alone.According to The Boston Consulting Groups fascinating Complexity Index, business complexity has increased sixfold during the past sixty years And, all the while, organizational complicatednessthat is, the number of structures, processes, committees, decision making forums, and systemshas increased by a whopping factor of thirty five In their attempt to respond to the increasingly complex performance requirements they face, company leaders have created an organizational labyrinth that makes it and difficult to improve productivity and to pursue innovation It also disengages and demotivates the workforce.Clearly its time for leaders to stop trying to manage complexity with their traditional tools and instead better leverage employees intelligence This book shows you how and explains the implications for designing and leading organizations.The way to manage complexity, the authors argue, is neither with the hard solutions of another era nor with the soft solutionssuch as team building and feel good people initiativesthat often follow in their wake Based on social sciences notably economics, game theory, and organizational sociology and The Boston Consulting Groups work with than five hundred companies in than forty countries and in various industries, authors Yves Morieux and Peter Tollman recommend six simple rules to manage complexity without getting complicated.Showing why the rules work and how to put them into practice, Morieux and Tollman give managers a much needed tool to reinvigorate people in the face of seemingly endless complexity Included are detailed examples from companies that have achieved a multiplicative effect on performance by using them.Its time to manage complexity better Employ these six simple rules to foster autonomy and cooperation and to effectively handle business complexity As a result, you will improve productivity, innovate , reengage your workforce, and seize opportunities to create competitive advantage....
|Title||:||Six Simple Rules: How to Manage Complexity without Getting Complicated|
|Number of Pages||:||385 Pages|
|File Size||:||667 KB|
|Status||:||Available For Download|
|Last checked||:||21 Minutes ago!|
Six Simple Rules: How to Manage Complexity without Getting Complicated Reviews
Six Simple Rules provides managers with an alternative to the two management approaches (hard, metric driven; and soft, mind-set driven) that the authors suggest have overcomplicated, and thus diminished the ability of organizations to achieve their full potential.
After reading the Introduction and the first chapter I knew this was not a management book like I was used to reading. Instead of finishing immediately I decided to add Six Simple Rules to the reading list for my MBA students this quarter. I was not disappointed nor were they. This is the first book on management that actually looks at work the way people really work and is realistic about the manner that employees survive in the midst of the well intended but often misguided attempts at controling behavior and driving results. In fact it is the first management book I have read that recognizes results as an emergent rather than driven process.
Organizations seem to face an increasingly complex world and they have becoming more complicated to try to cope with their environment. This complication is not working. Organizations respond slower and more rigidly which is not making customers happier and is not making employees more engaged. One response is the call to simplify. This book takes the perspective that the complexity may be a source of opportunity, but the complication is just a cost. To cope with complexity, the best hope is to depend on the judgment of the organization's people and that requires giving them more autonomy to act. It also depends on those people to cooperate to utilize all of the organizations capabilities to cope with complex problems. Three "rules" address the issue of autonomy and three address the issue of cooperation. The book details some of the ways that more conventional approaches to management increase complication. It is this comparison that sets this book apart from those the books that advocate empowerment, collaboration, improved mind-sets and structures which a firmly rooted in either scientific or human relation schools of management.
Complexity as a business problem wasn't on my radar screen. In healthcare, complexity is often assumed to be part of the agenda, both as a problem and as a solution. Viewing complexity as something to be minimized and coming to understand ways of addressing it and the benefits thereof, was both an enlightening and refreshing view of the problems that confront us in all business (and a good bit of life in general). This is a stunningly valuable read for anyone who struggles with their company's goals, personnel, and chronic organizational problems. Unfortunately, fathoming out where unnecessary complexity lies sometimes take an advanced business degree, but once identified, this guide poses solutions that can be applied with thought and patience.