A background in geology made one thing certain for Christine Lloyd: Nature isn’t made of straight lines. Neither are people, the prima materia of organizations.
“I often use water as a metaphor in systems work,” she says. “When I get stuck on an organizational problem, I always think back to ‘what would the flow of water do here?’”
Those may sound like words uttered by a philosopher, but they’re grounded in science. The theoretical foundation of Chris’ work is complex adaptive systems, using whole systems thinking to help steer organizations and their leaders through periods of complex and unpredictable change.
Chris’ work has taken her around the world and through diverse industries. She has served as a senior executive in blue chip organizations such as Shell, ICI, Nokia, Cancer Research UK and UNICEF.
What wisdom can be gained from 20 years of applying systems science to massive organizational transformations? As our world becomes more complex, our organizations (like anything in nature) must also complexify in order to meet the demands of their environment. Drawing from her pioneering work with Nokia and UNICEF, Chris shared with d4e how she created innovative network structures to make change and innovation easier in a VUCA
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