CHAPTER 12CONCLUSION
Copyright © 2009 by Steven J. Spear. Click here for terms of use.
Why do some organizations outdistance the field while their peers and competitors struggle to keep up? The difference lies in the different approaches the leaders and the strugglers take to managing complex systems in which many people work collaboratively toward a common goal.
Most organizations are hindered by a structural problem: They manage their functions individually, not as steps in a well-integrated process. Each function does its job and somehow the whole thing comes together—except when it doesn’t. At the same time, most organizations are also hindered by a dynamic problem: When problems crop up, many of them are treated—that is, ignored—as unavoidable ...
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