Insights from the Global Chief Executive Officer Study
Do you occasionally sit back and wonder why work is so complicated? What happened to our worlds of work when we knew almost every day how to attack and beat back the infamous “to-do” list? A good day ten years ago was when I finished all but a couple of the items on my list, and was charged up to refresh and hit it again the next day. Those days are gone. Work and life priorities are in constant change. Reaction times require continuous immediacy. Requirements simply present themselves as “complex”, sometimes bordering on the edge of chaotic.
If Uncertainty was the word for 2010, then Complexity is the word for 2011. Complexity is defined as: “the varied relationship of multiple elements that are relative and changing over time.” The nature of the elements, the relationship of the connections, and the change nature of it all, compound over time resulting is a loss of predictability and order in the system. The personal result is that today our daily lists of to-do’s are often blown up in hour one of the day, never to be returned to again.
In the spring of 2010, IBM released the fourth year of a study of what is on the minds of the world’s CEO’s. The title of the 2010 report is Capitalizing on Complexity. The introduction to the report states:
Previously, CEOs have consistently identified change as their most pressing challenge. Today, CEOs are telling us that the complexity of operating in an increasingly volatile and uncertain world is their primary challenge. And, a surprising number of them told us that they feel ill-equipped to succeed in this drastically different world.” (more…)