In today’s environment we see more complexity than ever before and it is widely acknowledged as one of the biggest barriers to organisational performance in both the public and private sectors. So why has complexity never been addressed holistically?
This is ironic, given that the role of strategy is to provide clear and consistent guidance on what an organisation needs to do in order to achieve its objectives. Strategic complexity can have a significant impact on the effectiveness and efficiency of the organisation, as well as cascading impacts into other areas, such as people’s behaviour, organisational design and process. Rapid
Complexity requires a collaborative, interdependent culture and solutions that cut across function, region and profession. Given the right opportunity collaborative groups will be able to integrate knowledge throughout the system and to anticipate and solve unprecedented challenges – all while delivering efficient, high-quality services across the continuum. But building a collaborative culture is not an easy transition. Collaboration, well executed, secures buy-in from all stakeholders and by using participatory techniques it enables you to design your own road map for change.
Well-designed collaborations are underpinned by a process that works in three ways: firstly as a framework; second, as a method for leading profound change; and third, as a way of being. A non-technical social technology were people interact and builds capacities, and generates profound social renewal.
As Henry Ford once said…. “If everyone is moving forward together, then success takes care of itself.”