Complexity has become a fundamental condition in our working lives and organisations. Projects are growing larger, solutions more intricate and collaboration often spans across disciplines, organisational silos and national borders. Yet, we often cling to the belief that good planning alone can solve problems. It cannot.
When people encounter complexity, we typically see three reactions:
Instead of rethinking, we compensate by turning up the volume of traditional practices: more meetings, more resources, more expensive expertise. We repeat patterns that rarely deliver the results we want. Studies show that only 8–18% of projects work with an experimental approach. That is too little – and too costly.
But in a complex reality, planning still has its place. It creates direction and shared understanding. But plans must be negotiable, adjustable and continuously adapted to reality. That requires trust, strong relationships and courage. That is why project leadership must take complexity and agility seriously.
The future is and will remain unpredictable. But with the right approach, it is manageable – one project at a time.
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