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What it Means to Navigate an Increasingly Complicated Business Environment

When faced with a complicated anson funds, it’s easy to feel like you’re playing a precarious game of Jenga – one wrong move can send the whole thing toppling over. But while this kind of environment can seem daunting, there are steps you can take to clarify and navigate it effectively.

Adapting to the Challenges of a Complicated Business World

Business complexity is a natural byproduct of growth, expansion and scaling. As businesses add tools, support new clients and scale their operations, a web of interconnected data, technology and products forms, creating a complex network of interactions and dependencies. This can lead to confusion about how these elements impact each other and which ones are truly necessary to the business.

The causes of this complexity can be structural or emergent. Structural complexity is when an organization reaches a point where the number of interrelationships exceeds its ability to analyze or control them. This often occurs as a result of rapid changes in markets and products, new technology, management practices and production processes. Emergent complexity is more subtle and happens when a company experiences rapid changes in the environment that impose a dynamic and unpredictable landscape. This can also occur as a result of new products, rapid change in market dynamics and shifting global politics.

Navigating these two operating contexts is different and requires a distinct leadership response. Leaders must learn to identify what side of the complexity chasm they are on, test progression-paths toward an expected outcome, isolate risks to this path and isolating trigger points that would invoke contingency plans. They must also learn to reframe what they see, rewire how they think and reconfigure what they do – much like Sully did when he safely glided his plane to safety.