A case study of applying complexity leadership theory in thales UK

Dawn Gilbert*, Laura Shrieves, Mike Yearworth

*Corresponding author for this work

Research output: Chapter in Book/Report/Conference proceedingConference Contribution (Conference Proceeding)

Abstract

Organisations with core capabilities in systems engineering solution development often fail to meet delivery expectations in terms of cost and timeframe. This outcome is viewed as an emergent property of the development organisation, which can be considered a Complex Adaptive System (CAS). The context needed to support complex technical innovation within the organisational CAS appears to be in conflict with a hierarchical bureaucracy in development organisations, whose methods and approaches are best suited to simple and complicated contexts. The paper identifies Complexity Leadership Theory (CLT) as a framework that may offer a way forward in this space. The paper describes two industry-based case studies that sought to practically apply CLT, and provides insights that may be useful to other industrialists interested in applying CLT within their contexts.

Original languageEnglish
Title of host publicationProceedings of the 6th International Conference on Complex Systems Design and Management, CSD and M 2015
EditorsEric Bonjour, Gerard Auvray, Jean-Claude Bocquet, Daniel Krob, Jean-Claude Bocquet
PublisherSpringer Berlin Heidelberg
Pages199-211
Number of pages13
ISBN (Electronic)9783319261072
DOIs
Publication statusPublished - 1 Jan 2016
Event6th International Conference on Complex Systems Design and Management, CSD and M 2015 - Paris, France
Duration: 23 Nov 201525 Nov 2015

Publication series

NameProceedings of the 6th International Conference on Complex Systems Design and Management, CSD and M 2015
Volume2016-January

Conference

Conference6th International Conference on Complex Systems Design and Management, CSD and M 2015
CountryFrance
CityParis
Period23/11/1525/11/15

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