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Protecting the Useful Complexity: Refusing Systematic Simplification
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The search for clarity in managerial action often leads to evacuating what does not fit into an explicit model. Yet, the operational richness of a company is based on complex joints between functions, temporalities, objectives and constraints. Preferring smooth reading can weaken adaptation levers built on experience. The useful complexity does not hinder action: it directs, channels, makes it more attentive to its own conditions of efficiency. …
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