首页 > 阅读笔记 > The McKinsey Quarterly: Cracking the Complexity Code

The McKinsey Quarterly: Cracking the Complexity Code

2007年07月10日 发表评论 Go to comments

image

  • Executives should distinguish between two types of complexity—institutional and individual. The former concerns the number and nature of interactions within a company, the latter the way individual employees and managers experience and deal with complexity.
  • Most businesspeople focus primarily on institutional complexity and thus fail to see that some forms of complexity, if managed well, can create value and do not have to generate excessive complexity at the individual level. Institutional complexity can enhance organizational resilience and enable companies to take on new strategic opportunities.
  • Companies must get three things right to manage complexity for value: organizational design, coordinating processes and systems, and capability building. Each requires thinking about complexity at the individual level, though executives should always be alert to the possibility that a complete organizational redesign may be necessary.
This article contains the following exhibits:
  • Exhibit 1: Most companies appear to focus exclusively on institutional complexity, while failing to address individual complexity.
  • Exhibit 2: Companies with strong managerial capabilities can increase their complexity while still creating value.
  • Exhibit 3: Companies can concentrate their complexity in different areas—each has its pros and cons.

Read Article from The McKinsey Quarterly

分类:阅读笔记
  1. 还没有评论。
  1. No trackbacks yet.

发表评论

Fill in your details below or click an icon to log in:

WordPress.com Logo

You are commenting using your WordPress.com account. Log Out / 更改 )

Twitter picture

You are commenting using your Twitter account. Log Out / 更改 )

Facebook photo

You are commenting using your Facebook account. Log Out / 更改 )

Google+ photo

You are commenting using your Google+ account. Log Out / 更改 )

Connecting to %s

%d 博主赞过: