A room full of mirrors – cycan

See on Scoop.itComplexity & Resilience

In business and life there are increasing levels of paradox and complexity – how are your managing? http://t.co/vJ8gnmgqJ3

David G Wilson‘s insight:

One paradox is that success can breed complacency. But why change something that works? The reality is that change is inevitable and occurs unnoticed. If you are not changing, then there is a strong probability that you are diminishing. A basic natural law is that if something is not growing, then it is decaying.


See on www.cycan.co.za

Why We Shouldn’t Be Surprised That Managers Don’t Embrace Complexity

See on Scoop.itComplexity & Resilience

Seek simplicity, but distrust it.

David G Wilson‘s insight:

There is no evidence that working with simple, understandable elements gives us any more control, only perhaps the illusion of control.

So another thing that managers will have to accept is that their job is not about nodes, but about networks.  Just because they are adept at managing entities doesn’t mean they understand the interactions between them.

See on www.forbes.com

AIG, GE and Pru given risk controls – FT.com

See on Scoop.itComplexity & Resilience

I have ‘discussed’ the differences in the perspective on the role of insurers in systemic risk. As far as I am aware in UK the (somewhat naive) stance is that insurers are not ‘systemically important’. I have yet to hear a credible counter to my assertion that commercial insurers can act as ‘hubs’ or ‘superspreaders’ of systemic risk. “If a firm were to get into material financial distress what are the impacts of the distress on counterparties, on markets, on the services they provide in the financial system?”
See on m.ft.com

Big Data Needs a Big Theory to Go with It: Scientific American

See on Scoop.itComplexity & Resilience

Our traditional approaches to these problems are often qualitative and disjointed and lead to unintended consequences. To bring scientific rigor to the challenges of our time, we need to develop a deeper understanding of complexity itself.
See on www.scientificamerican.com

Beware the Totalitarian Corporation

“…I also believe that corporations can shift from totalitarian to collaborative, and that failure is inevitable for those who do not”


It is easy to imagine, in these enlightened times that totalitarianism is from a bygone age.  Remarkably, perhaps, there are still businesses that operate using the kind of hierarchical systems and culture that might be familiar to medieval kings or South American dictators from the 1970’s.

Systems with privileged elites whose roles are defined by supplication of the next person up the line, competing with their peers for favour and demanding that those in their own sphere of control make them look good.  The old incentives of money and status rule, as do the old disincentives of banishment and disfavour – physical execution, however, is unusual these days.

What is most remarkable about this is the temptation to think of business as being at the forefront of operational efficiency and modernity and not that they exist in some temporal warp.  But some do.

From a purely business perspective the totalitarian…

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