The "complexity gap", according to the IBM CEO study I highlighted in yesterday's post, represents the differential between how much complexity leaders are expecting to see over the next five years and how prepared they feel to handle that level of complexity.
79% of leaders expect high or very high levels of complexity over the next five years, while 49% say they feel prepared for this expected complexity.
The complexity gap, therefore, stands at 30%. That's not an insignificant percentage.
If this year's NAIS Annual Conference was a solid indicator, independent school leaders are experiencing this same phenomenon. However, if schools are not embodying creative leadership, busily reinventing customer relationships, and/or building operational dexterity to take advantage of the marketplace, what are they doing to address the complexity gap?
Following is a list of "food for thought". Some ideas are mine; some are drawn from the IBM study, but are just as relevant for our schools.
- Remaining insular is a short-term option, which may or may not lead to success
- Experimentation is now called for -- and not over five to ten years, but rather one to two years
- Ambiguity is here to stay, perhaps long-term
- Approaches to problems need to be original rather than traditional
- Strategy may need to be continuously re-conceived
- Disrupting the status quo will be necessary, in many cases
- Schools can't afford to become bogged down in uncertainty; execution of new/updated programs and projects will become the expected standard
- Culture change in schools, which has always been a challenge, simply has to occur
- Our business model is not absolute; it must adapt to the change that surrounds us