In the last 20 years, organizations have become massively more complex. Driven by globalization and enabled by information technology they operate in multiple cultures, locations and across time zones with highly diverse sets of employees.
Organization structures have become more complex too. Matrix organizations are common with multiple reporting lines and competing priorities. Virtual working is common where teams rarely (if ever) meet and work on several teams at once.
Yet our expectations of leadership have barely changed. If I look at a typical leadership training program, I see many of the same approaches I would have seen in the 1980’s …
Read the rest of this article: Leadership in Complex companies by Kevan Hall at the Changeboard website
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