It’s always fun to watch the crystallization of a trend that you’ve been speaking about on stage for over 15 years. And that trend is what I’ve come to call ‘complexity partners.’
I recently did a keynote for Quintiq, which is a company that builds a software platform that helps companies to manage complex supply chains and workforces. And while there, I did an interview with them on why the need for ‘managing complexity’ is becoming critical in the context of faster trends.
It’s kind of fun, because this is a trend I’ve been speaking about for 20 years, going way back to my book, “Surviving the Information Age.” I it, which I coined the phrase, “complexity partners,” describing in it that one of the key things organizations would need to focus on in the future was managing increasing complexity. Nailed it!
And I’ve written many posts around the issue, particularly around complex workforce issues. For example, in a blog post on 21st century capital, I wrote this:
- complexity partnerships: in the 20th century, organizations focused on hiring the skills that they needed to get the job done. You simply can’t do that today — skills are too fragmented and too specialized. That’s why successful organizations have mastered the art of complexity supply and demand. They provide their own unique complex skills to those of their partners who need such skills. And when they are short other skills, they tap into the skills bank of their partners. By selling and buying skills with a broad partnership base, they’ve managed to become complexity partners — organizations that spend most of their time focusing on their core mission, and spend less time worrying about how they are going to do what they need to do.
It’s a big and important issue, and if you look at the client list for Quintiq, you’ll know that the trend has matured and gone supernova. Here’s a clip from the keynote! Enjoy!