The simplicity and complexity are just opposite ends of the same spectrum. That compounds all "problems." You need complexity to understand and appreciate the simplicity and vice versa.
Innate Complexity
Understandcomplexity Due to the “VUCA” digital new normal, change is unavoidable and digital disruption is inevitable. Businesses become complex if things do interact, particularly in the case of interdependent relationships, nonlinear interactions with un-repetitive activities and behavior, diversity, volatility, ambiguity, unpredictability. As a matter of fact, complexity has increased exponentially and has become the part of digital new normal. There are unknown interactions and very high inner dynamics in complexity. Complexity management is both art and science.
Innatecomplexity Complexity is a part of our sophisticated natural and human world. It is diverse, ambiguous, and dynamic with unpredictable outcomes. There is a mixed feeling about complexity; on one hand, desired complexity implies advancement and nonduplication; on the other hand, complication-undesired complexity causes difficulties and unnecessary pains.
Innervarietyofcomplexity Change is overwhelming, and complexity is inevitable, but they are both facts that are happening all the time and at a faster pace than ever before. Complexity means increased uncertainty in things outside our control and uncertainty in the results of implementing strategies. Complexity is diverse, ambiguous, and dynamic with unpredictable outcomes. Considering there is no universally agreed definition of complexity, imagine the complexity that comes in due to the very characteristics such as volatility, unpredictability, ambiguity, nonlinearity, or increased flux, etc. In the corporate scope, there are varieties of complexity such as hierarchical complexity, information complexity, fractal complexity, network complexity, governance complexity, etc. Complexity management takes multidimensional thinking and multidisciplinary approaches.
Art and Science of Complexity Management Organizations become complex as an evolutionary trend, not for their own amusement, they do it to respond to environments more proactively. And much of that environment is experienced through trying to get things done. As a matter of fact, modern organizations spend significant time and resources to deal with complexity, is complexity good or bad, and how to manage complexity effectively?
Complexity is an “Inevitable Thing” Things become complex; if they interact; in the case of -"nonlinear" interactions with-interdependent relationships, and hyper connected space, complexity is -a multifaceted thing.
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