An excellent, enjoyable, insight into a subject matter that too many “experts” underestimate. Although, from a ‘complexity perspective’, the hierarchical structure too is a significant factor.

Flip Chart Fairy Tales

Jane Watson accuses HR of “Sloppy Thinking on Culture“. This is grossly unfair! CEOs, marketing executives, PR luvvies, business journalists, management consultants, politicians and motivational speakers have all been at it for years too.

Ever since the concept emerged in the 1980s, it has been seized upon by those who want it to mean whatever it is they are trying to promote in their latest board paper or management pot-boiler. Whether you are trying to reform a public sector body, merge organisations, revitalise an uncompetitive company or create a world-beating investment bank, culture, it seems, is the key.

Organisational culture seems to offer a magic bullet. If you could just change people’s attitudes then they would, you know, just get on and do all the right things without having to be asked. Then you could stop doing all that boring managing and monitoring stuff. And if…

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Leading in the Space Between Talent and Complexity

Complexity Rocks!

Surely “managing complexity” is what we want our talent to do? Isn’t that what they’re good at? Yea, they’re good at managing complexity because it’s usually a complexity of their own making!  Don’t get me wrong, complexity happens no matter what you do, but you can’t let it emerge organically from the collective fumblings of your company’s knuckleheads.

Leading in the Space Between Talent and Complexity.

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