Management Challenges

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Limited access to right methods or tools to manage business complexities

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The inherent limitations of available market products often create management inadequacies in addressing complex workforce & behaviours.

 

The linear or reductionist approach to business problem solving that has been practiced by many organisations for many decades has overreached its saturation point and increasingly is becoming a serious liability for savvy organisations of today. Such practices may work well in the machine centric environments, for example using Six Sigma or Lean, can help organisations to fix, optimise and manage their engineering world of computers, buildings and production machines. But definitely not helping organisations to methodically fixing the challenges of managing their complex and multifaceted workforce or balancing the needs of their competing stakeholders.

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For example, reductive management practices cannot address how people in organisations can effectively work together, feel inspired, create innovative ideas, collaborate as a team and create a healthy enabling culture that can ensure successful business outcomes. Unfortunately, such a reductive/ top-down driven approach is the fundamental staple diet for many current management practices of today. 

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Avoidable high costs & organisational vulnerability - A large part of management activities is spent on fixing the unforeseen damages often caused by things that management couldn’t have anticipated, measured, understood, or rectified. Because these complex things and behaviours officially don't exist and are not registered anywhere in their business systems, architectures, current management guidebooks or training. Because these complex behaviours are labelled as "hard to measure", they simply get ignored.

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Remember, "if it can't be measured, it can't be managed".

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The savvy organisations have recognised that such ignored complex organisational behaviours (e.g., Culture) can make or break their business so they can't be ignored any longer. 

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In addition, the complex pattern of organisation’s macro environment such as external social variabilities, economic and natural environmental influences can also exacerbate and increase the management burden to another heightened level of responsibilities for how to carefully balance and manage their business.

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 The major risks for organisations stem from their complex and non-linear environments.

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If these complex behavioural mixes of influences are not holistically or intelligently measured and managed, they can drain the vital resources of the organisation, starve it to no avail or at worst, lead it to its destruction.