Can ‘Complexity Theory’ explain why strategies and change programs seldom deliver the results that were intended? Does it mean that we should leave everything to chance and abandon any attempts to shape our organizations for the future? In this article Dr Jean Boulton and Dr Peter Allen, from Cranfield’s Complex Systems Management Centre, explain how this ‘new science’ can be used by managers to rethink their approaches to strategy and change management.
Authors: Jean Boulton, Peter Allen
Source: think Cranfield
Subjects: Change Management, Strategy