To manage or not to manage complexity [product development]

We live in a world where the economic product life is becoming shorter while the physical product life and the time span of demands for product support is getting longer. The mass customization movement makes us believe that product variety will grow almost infinitely to match all our very own individual needs. The managers of manufacturing organizations are faced with ever increasing complexity and complexity management has become an important topic on the agenda of both management scientists and managers. Although one may question the concept of ever increasing complexity, the time aspect of complexity is real. Complexity management is very much related to problem solving. The time pressure on this problem solving process has implications for the structure in which the means are organized. The managers role is shifting from controlling all means to creating the environment and structure in which the means are employed most effectively. The managers role changes from a focus on short term deadlines and results to communicating long term goals and empowerment. This change in perspective is in it self a very powerful means in reducing the observed complexity or to put that in other words “not to manage complexity”