Abstract
The world is increasingly interconnected, multi-faceted and unpredictable. Operations in the world are more-and-more wide-reaching. Many businesses have an almost global sweep, and many not-for-profit non-governmental organisations cover vast terrains. Economic patterns pervade the entire globe as does the impact of climate change, limitations in mineral resources, social inequality and unrest. And yet the dominant scientific and professional methodologies still act as if the future is predictable and stable, as if plans and strategies can be built on past success. And as if such plans, when implemented, lead to the expected outcomes. But is this really our experience? How often are strategies implemented as intended, and, if they are, how often do they achieve the intended goals? We live in a complex, fast-changing and dynamic world. How can organisations face this complexity successfully, both in the longer-term as well as the short-term? In this chapter we explore what the theory of complexity has to offer such strategic concerns, what guidance and insights it can provide.
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© 2012 Jean Boulton
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Boulton, J. (2012). Strategy for a Complex World. In: The New Strategic Landscape. Cass Business Press. Palgrave Macmillan, London. https://doi.org/10.1057/9781137283368_2
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DOI: https://doi.org/10.1057/9781137283368_2
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