Complexity Leadership Theory: Enabling People and Organizations for Adaptability

‘‘We’ve got 21st century technology and speed colliding head-on with 20th and 19th century institutions, rules and cultures.’’ –Amory Lovins In 2010, IBM’s CEO Study reported that the rising rate of complexity associated with increasing volatility, uncertainty and interconnectedness was the biggest challenge facing organizational leaders around the globe. In this environment, the world is operating in fundamentally different ways. As Sam Palmisano, head of IBM at the time described, incre- mental changes are no longer sufficient because ‘‘events, threats and opportunities aren’t just coming at us faster or with less predictability; they are converging and influencing each other to Read More …

Creating Cultures That Lead To Success: Lincoln Electric, Southwest Airlines, and SAS Institute Q & A

Creating Cultures That Lead To Success: Lincoln Electric, Southwest Airlines, & SAS Institute Few executives would doubt the importance of employee attitudes and performance to organizational success, or the influence of company philosophy, policy, and practices on attitudes and performance. Particularly impressive are organizations that year after year achieve outstanding results and competitive success as a consequence of their employee-related philosophies, policies, and practices. This article will focus on three of these — Lincoln Electric, Southwest Airlines, and SAS Institute. The purpose here is to delineate and clarify these aspects of their operations, as the three have been and should Read More …