ESCP ALUMNI magazine - #199 - Septembre 2022 - 78

Vie des entreprises
Les diplômés de ESCP Business School
Setting The Conditions To
Lead Through Disruption
Katerin LE FOLCALVEZ (EAP 88)
Insigniam Partner
Are you done with all the energy and work involved in transforming your organization?
The very term now provokes allergic reactions. And yet, the world we live
in requires that organizations be able to adapt, adjust, pivot, and yes, transform
continuously. So how do we set a steady course and embark our teams to navigate
our new business world with a sense of purpose and renewed energy?
Our experience and methodology tell us that (1) transformations are not linear
processes, and (2) we must understand the nature of complexity. Knowledge of
complex adaptive systems might not help leaders predict the future, but they can
use this knowledge to shape their organization's future.
Simplifying Complexity
Complex i t y
r i ses
f rom dynami c
changes that impact organizations-
including both internal and external
fo r ce s-s uch as gl oba l i z a t i on ,
compet i t ion, work force diversi t y
and i nnov ation , among o t he r
variables. From this we can begin to
understand the nature of complex
adaptive systems and how complexity
manifests itself in the real world.
Simply defined, complex adaptive
s y s tems are made up of many
individual s, of ten refer red to as
agents. As each agent interacts with
another agent and with situations and
circumstances, they each evolve and
shift. These agents in turn interact
with other agents, situations and
circumstances and again they change
and shi f t. In this type of system,
nothing stays the same and everything
can have, and most often does have,
an impact on anything else.
As the system's dynamic is nonlinear,
it is impossible to predict or command
the actions, thoughts and perceptions
of the thousands of agents engaged
in the internal and external system.
Sounds familiar? Well, yes, all human
organizations are complex adaptive
systems.
In complex adaptive systems, it is
essential for leaders and teams to
challenge linear, cause-and-effect
assumptions. One of the reasons
organizations fail to realize their goals
is that processes are viewed as direct
systems that advance from one logical
stage to another. In complex adaptive
systems, this couldn't be further from
the truth.
When leade rs app r oa ch the i r
organizations as dynamic, nonlinear
ecosystems,
A Coalition of Leaders
To create the condi t ions for a
des igned future to emerge-or
to manage
t he
unmanageab l e
wi thin complex adaptive systems
- enterprises are wise to leverage
the power of leadership coalitions.
they can gain insight
into the current-in-place, often not
formally set, rules that are organizing
the behaviors and thinking in the
a rea to be tr ans formed. Once
distinguished, or revealed, these rules
can be disengaged or neutralized.
Thi s " unhook i ng " (our
term at
Insigniam) process is imperative to
build newly. Only then can you invent
the new and implement it into the
hardwire of the enterprise.
Viewed through the lens of complexity,
leadership coalitions are composed of
cross-functional formal and informal
leader agents working toward a
common goal. It is a form of shared
responsibility in which the leadership
position is not concentrated in one
person but shared among many.
Powe r f ul
l eade r sh i p coal i t ions
engage leaders from different levels,
broad geographies and a variety of
functions.
The charter of the leadership coalition
is to lead, monitor and execute the
desired transformation, as well as to
share a vision for the new enterprise,
In complex adaptive systems, it is essential
for leaders and teams to challenge linear,
cause-and-eff ect assumptions.
78 ❙
ESCP Alumni Magazine numéro 199 ❙ SEPTEMBRE 2022
ESCP ALUMNI magazine - #199 - Septembre 2022

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