Complexity is the new normal

yet managers and leaders are required to use tools and methods designed for a predictable, linear ‘cause and effect’ environment.

Take the annual strategic planning, budgeting and performance management cycle..

  • it consumes huge amounts of time, energy and angst,

  • requiring predictive and futuring capabilities to detail a world that ‘everyone knows’ will not happen

  • finally financial and other performance targets are set against the unknowable and unachievable

Over the year, many meetings and reports…

  • why did the predictions not come true?

  • how to account for the inevitably unexpected?

  • how to explain why the predictions and the measures did not work…

and then it is done all over again.

The alternative?

  • Be fixed and clear about those things that are fixed clear and able to be managed in the traditional way

  • Build in flexibility to meet the unexpected, with maybe 20% of the money and other resources unallocated and actively managed on an ‘as needed’ basis

  • Have a direction, not prescriptive targets, have a Charter rather than a detailed Plan

  • Read everything you can on the Beyond Budgeting Movement.. and take from it some of the principles you can apply in your place.. without losing your job.



If you’re beyond admiring the problem or feeling overwhelmed email us.

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