Complexity Tajarin

Leadership Skills for a World of Complexity [very short]

We have moved fast into a decision domain of complexity. Cause-and-effect analysis returns blurred results. Expert advice is less and less relevant. ROI-driven plan-execute-measure approaches are less and less effective. The diffusion of tech and new media have brought new forms of competition to grow at an unprecedented pace.

Complexity Requires Different Kinds of Leadership Skills

Our main chance of survival relies on the capability of quickly, incessantly and safely probing, sensing, and responding.

The kind of leadership required is different. It implies new combinations of fundamental skills. Interdisciplinary curiosity, storytelling and continuous learning, as well as cross-functional and cross-cultural interaction abilities are no longer a nice-to-have.


What is your experience with complexity and fast-paced change? Share a real-life case that has happened to you in the last 12 months. Is the leadership team in your company prepared for the new challenges? Leave your comments below.


Credits & Sources:

  • The text of this post has been originally published on this website
  • To make sense of complexity, leadership and decision-making, see Prof. Dave Snowden’s “Cynefin” framework: https://en.wikipedia.org/wiki/Cynefin_framework
  • Great resources on Complexity Science in the New England Complex Systems Intitute (NECSI) website: http://necsi.edu
Posted in English, Frameworks and Tools, Risk and Complexity and tagged , , , , .

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