Viewing The Organization As A Complex Adaptive System-An Approach To Enhancing Agility
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The document discusses the complex adaptive systems (CAS) approach to enhancing organizational agility in the face of unprecedented change and environmental impact. It defines CAS and outlines their characteristics, emphasizing the importance of adaptability and dynamic interactions among agents within organizations. The text concludes that understanding the CAS model is critical for organizations to survive and thrive as living systems that require holistic consideration.
Viewing The Organization As A Complex Adaptive System-An Approach To Enhancing Agility
- 1. VIEWING THE ORGANIZATION AS A COMPLEX ADAPTIVE SYSTEM: AN APPROACH TO ENHANCING AGILITY Sunil Mundra Principal Consultant
- 2. 2 “We Did Not Do Anything Wrong, But Somehow, We Lost.”
- 3. “We Did Not Do Anything Wrong, But Somehow, We Lost.” Stephen Elop, Ex-CEO, Nokia
- 4. SURVIVAL IS UNDER THREAT
- 5. EROSION OF VALUE & REPUTATION
- 11. COMPLEXITY IS ALL AROUND US
- 12. COMPLEX ADAPTIVE SYSTEMS (CAS) THEY CAN BE CATEGORISED AS..
- 13. A CAS is • A collection of relatively similar and partially connected micro-structures • Formed in order to adapt to the changing environment • To increase its survivability as a macro-structure. CAS DEFINITION
- 14. They are Complex in that • They are dynamic network of interactions • Their relationships are not aggregations of the individual static entities CAS DEFINITION
- 15. They are Adaptive in that • The individual and collective behaviors mutate • They self-organize according to change initiating events CAS DEFINITION
- 16. CAS MODEL
- 17. • Largely Autonomous Agents • Agents’ Interactions Influence System Behavior • Coherence Around Purpose • Emergence • Evolution CAS CHARACTERISTICS
- 18. DO CAS HAVE AGILITY?
- 20. IMPLICATIONS
- 21. ORGANIZATIONS
- 31. Few and Simple Rules ORG. IMPLICATIONS
- 32. LEADERSHIP
- 34. VUCA Over Predictability & Stability LEADERSHIP IMPLICATIONS
- 37. Tech. Awareness Over Tech. Indifference LEADERSHIP IMPLICATIONS
- 38. Leverage Risk Over Avoid Risk LEADERSHIP IMPLICATIONS
- 39. Customers First Over Shareholders First LEADERSHIP IMPLICATIONS
- 41. Emergence Over Upfront Detailed Planning LEADERSHIP IMPLICATIONS
- 44. TO CONCLUDE…
- 45. CAS MODEL CRITICAL FOR AGILITY
- 48. “Living systems have integrity. Their character depends on the whole. The same is true for organizations.” Peter Senge The Fifth Discipline
- 49. THANK YOU