Michael Lissack
This program built the cognitive and social capabilities needed to effec- tively navigate complex challenges. Create Learning Ecosystems: No single organization can develop all the knowledge and capabilities needed to navigate the complexity fron- tiers we’ve explored. Coherent organizations create learning ecosystems that connect them to diverse knowledge sources and capability networks. A healthcare organization implementing this principle developed structured relationships with academic institutions, technology partners, patient advocacy groups, and frontline practitioners. This learning ecosys- tem provided access to diverse perspectives and capabilities beyond what they could develop internally, enhancing their ability to navigate complex healthcare challenges. Embrace Modest Beginnings: Transformative change often starts with small, seemingly modest initiatives that demonstrate new possibili- ties and build momentum for broader evolution. Rather than attempting comprehensive transformation, look for opportunities to develop and demonstrate new approaches in specific domains. A financial services company began its journey toward becoming a complexity-adapted organization with a single team exploring a new market opportunity. This team operated with different principles and practices than the broader organization, demonstrating the value of new approaches and building capabilities that gradually extended to other parts of the company. These principles don’t prescribe a specific path but offer guidance for developing an approach appropriate for your organization. The journey toward becoming a coherent organization adapted to complexity isn’t a destination but an ongoing evolution that will continue as complexity frontiers themselves evolve. Conclusion The coherent organization of tomorrow represents a fundamental reimagining of how we organize human effort and technology to create
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