Complexité et créativité

Deux concepts qui vont (peut-être) ensemble.  Voir ce que IBM en pense.

Dans la même lignée que cet article et que la vision d'Alan Mulally chez Ford.

One distinguishing difference between leaders that succeed at driving collaboration and innovation versus those that fail is their ability to grasp complexity. This skill set involves framing difficult concepts quickly, synthesizing data in a way that drives new insight, and building teams that can generate future scenarios different from the world they see today. Complexity is a fundamental aspect of collaboration and innovation that eludes many C-suite executives, who often rely on checklists and time efficiency metrics alone.
Not Mulally. As a first step in building his teams’ ability to navigate Complexity, Mulally instituted a ‘traffic light’ system at his weekly management meetings, held Thursday mornings at 7 AM. At these sessions direct reports would indicate their progress on key initiatives. A green light meant all was well, a yellow light that some attention was needed, and a red light that a situation was critical. At his very first weekly session, Mulally’s direct reports showed green lights with just a few yellow lights sprinkled in. Mulally calmly indicated that this could not be possible; the company was in a financial straight jacket and steadily losing market position. He urged them to roll up their sleeves and ask new questions, putting away their boxing gloves. Lots of red lights showed up at the next Thursday morning meeting. By personally modelling candor and a willingness to openly speak about complex, taboo subjects, Mulally built a safe operating environment for his direct reports.