Complexity does not emerge from the drawing-board. Complexity evolves through the permanent attempt of an organization to emerge and distinguish itself from the competition. Complexity penetrates a company on many different levels. The battle to control and, if possible, reduce expensive complexity can not be won by just putting up concepts. What is the best concept good for if the corporate management can not realize it? In practice we observe many executives lacking in pragmatic, down to earth approaches. Most managers are not aware of that. Our experience taught us the following: Initiatives for complexity-reduction are successful when continuous, real-time and action-oriented management information-systems are in use during and after the transformation process. The relevant complexity indicators have to be transferred to management and staff. Both must work proactively to reach the goal of complexity reduction. Last but not least all assigned actions for complexity-reduction have ...
