Six Simple Rules

Six simple rules for making your organization less complicated.

Discusses how the complicated layers of management and hierarchy in business today make it difficult for people to do their jobs and describes a solution for managing this increasing complexity.

Auteur

Yves Morieux is a senior partner and managing director in the Washington, DC, office of The Boston Consulting Group (BCG). He is a BCG Fellow and director of the BCG Institute for Organization.

Peter Tollman is a senior partner and managing director in BCG's Boston office. He leads BCG's People and Organization practice in North America.

Texte du rabat

Cut the complexity--and let people work From two leading thinkers at the Boston Consulting Group, this book offers six smart and simple rules for making any organization less complicated. The findings from two BCG indexes that rate business complexity and layers of management and hierarchy inside firms send a clear message: complicatedness is killing the modern company by making it harder than ever for people to do their jobs. Yves Morieux and Peter Tollman say the only effective response to ever-increasing complexity is to stop trying to manage it. Instead, say the authors, let people work together and use their own intelligence to meet the challenges they face. Based on principles from organizational sociology, along with insights collected over two decades applying these principles in companies all over the world, this book presents six proven methods--"six smart rules"--for mobilizing people without giving them more processes, structures or hierarchies. Organizations that follow the rules will see a direct impact on performance and results.

Résumé
New tools for managing complexity

Does your organization manage complexity by making things more complicated? If so, you are not alone.

According to The Boston Consulting Group’s fascinating Complexity Index, business complexity has increased sixfold during the past sixty years. And, all the while, organizational complicatedness—that is, the number of structures, processes, committees, decision-making forums, and systems—has increased by a whopping factor of thirty-five. In their attempt to respond to the increasingly complex performance requirements they face, company leaders have created an organizational labyrinth that makes it more and more difficult to improve productivity and to pursue innovation. It also disengages and demotivates the workforce.

Clearly it’s time for leaders to stop trying to manage complexity with their traditional tools and instead better leverage employees' intelligence. This book shows you how and explains the implications for designing and leading organizations.

The way to manage complexity, the authors argue, is neither with the hard solutions of another era nor with the soft solutions—such as team building and feel-good “people initiatives”—that often follow in their wake. Based on social sciences (notably economics, game theory, and organizational sociology) and The Boston Consulting Group’s work with more than five hundred companies in more than forty countries and in various industries, authors Yves Morieux and Peter Tollman recommend six simple rules to manage complexity without getting complicated.

Showing why the rules work and how to put them into practice, Morieux and Tollman give managers a much-needed tool to reinvigorate people in the face of seemingly endless complexity. Included are detailed examples from companies that have achieved a multiplicative effect on performance by using them.

It’s time to manage complexity better. Employ these six simple rules to foster autonomy and cooperation and to effectively handle business complexity. As a result, you will improve productivity, innovate more, reengage your workforce, and seize opportunities to create competitive advantage.