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Intellectual property Advances in Strategy Development for the 21st Century
Intellectual property Advances in Strategy Development for the 21st Century Advances in Strategy Development for the 21st Century |
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Page 5 of 11 emails and all those behaviours that are the foundation of any organization being. Every attempt to impose some form of control on this “complex adaptive system” (knowledge management, top grading, formal lines of communication) has both the effect of focusing effort to create future value and the negative effect of distorting self generating value in the hear and now. Here is an example. A group of managers come together for a meeting, the focus of which is achievement of future targets. Considerable data, scenario planning and sensitivity analysis has been prepared to inform the meeting and an efficient Agenda agreed. Over dinner the evening before, conversation turned to the deteriorating relationships with the CEO. From a complex responsive process perspective, one would ask how is the issue of concern with the CEO affecting the data gathered, the scenarios proposed, the assumptions in the sensitivities, the concentration of meeting participants, the durability of any conclusions reached at the meeting.[1] The meeting, the prepared information and the Agenda are all tools that: “…simultaneously enable highly sophisticated of communicative and other joint action, on the one hand, and constrain what is possible to do on the other, at the same time.” In the same way as business no longer finds change remarkable, the tools that assume to impose order or give control are simultaneously accepted as both driving value and impeding value creation. Imposing less order and relinquishing control can equally give rise driving value (and impeding its creation). Complexity is now on par with linear.The language of strategy development has changed. The number of valuable and effective approaches, tools if you like, has broadened in the 21st Century. Strategic planning does not have to predict and control the future but instead:
 Conceptually, managers need to be able to trust the idea of
‘self organizing systems’ will apply to their people. Put simply and practically, by giving clear
direction to competent people in a dialogic, respectful and meaningful work
environment, organizational performance and commercial accomplishment are
amplified. For more information on the
relationship of complexity theory to business, follow this link to “What does complexity theory offer business?”
[1] Adapted from Stacey, Ralph Complex Responsive Processes in Organizations 2001 [2] Complex Responsive Processes in Organizations 2001 |
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www.tmgconnect.com.au
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Melbourne 03 9010 9010
Fax: 03 9857 3733
Snail Mail: PO Box 698
Balwyn North - Victoria 3104
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