Gökçe Sargut

Rita McGrath

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  <p>The Idea in Brief</p>
  <p>In just a short time, most businesses have gone from complicated to complex: They contain numerous diverse, interdependent parts. This makes managers’ jobs much more difficult.</p>
  <p>• They can’t predict what will happen when various parts of the business interact; the same starting conditions may yield different results.</p>
  <p>• Seemingly simple actions produce unintended consequences.</p>
  <p>• Human beings’ cognitive limits mean that no manager can understand all aspects of the business—but many refuse to acknowledge those limits.</p>
  <p>• Rare events can be more significant than average ones—and may occur more often than we think.</p>
  <p>Managers can navigate these difficulties by making fundamental changes to how they approach key tasks:</p>
  <p>• Forecasting</p>
  <p>• Mitigating risks</p>
  <p>• Making tradeoffs</p>
  <p>• Ensuring diversity of thought</p>
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</article-ideainbrief><p>Managing a business today is fundamentally different than it was just 30 years ago. The most profound difference, we’ve come to believe, is the level of complexity people have to cope with.</p>

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Learning to Live with Complexity

How to make sense of the unpredictable and the undefinable in today’s hyperconnected business world

Learning to Live with Complexity

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