Managing Complex Organizations

Managing Complex Organizations by J. Kendall (reflecting the broader work on complexity theory and systemic management) addresses the unique challenges of leading large, interconnected enterprises in a globalized world. Kendall argues that traditional, linear management models are ill-equipped to handle Wicked Problems—issues that have no single cause and no simple solution. This book provides a sophisticated framework for applying Complexity Science to organizational design, encouraging leaders to view their firms as living ecosystems rather than mechanical hierarchies.

The core methodology focuses on Networked Leadership and the management of 'interdependencies.' Kendall explains how to foster Self-Organization at the local level to ensure the firm remains agile, while maintaining a clear 'overarching vision' at the strategic level to prevent chaos. He introduces techniques for Systemic Mapping to visualize the hidden connections between departments and external partners. The focus is on building a 'metabolic rate' for the organization—the speed at which it can process information and adapt to emerging market signals.

Essential reading for senior strategists, operations directors, and systems engineers in multi-national corporations. Readers gain value by learning how to avoid the 're-shuffling' trap, where structural changes only move complexity from one area to another. Practical applications include utilizing Simulations and Wargaming to test strategic responses and redesigning reward systems to favor 'collaborative outcomes' over individual unit targets. By mastering Kendall’s complexity lens, leaders can build organizations that are structurally resilient and capable of thriving in an increasingly unpredictable and interconnected global economy.