Managers in the world’s most complicated companies spend more than 40% of their time writing reports and 30% to 60% in co-ordination meetings, according to a new book on complexity. At the same time, companies are setting themselves more targets: today they will typically have between 25 and 40 “performance imperatives” compared with between four and seven in 1955.
The issue is not that the business environment is getting more complex, although it is, but that companies are responding to that complexity by making life more complicated for their staff. They add so many procedures, processes, structures and scorecards that managers end up working ever harder without getting anything particularly useful done, says Yves Morieux, co-author of Six Simple Rules: How to Manage Complexity without Getting Complicated.
Read more in The Sunday Times