Edited by Tyrone S. Pitsis, Ace Simpson and Erlend Dehlin
Chapter 16: Storytelling in transforming practices and process: the Bayer case
Large organizations, for the most part, are complex. The larger the organization, the wider its sphere of activities and the greater its geographical reach, the more complexity is added to the structure and, specifically, to the role and effectiveness of a leader. There are many reasons for complexity in organizations and there appears to be a consensus in academic and business thinking that leadership can suffer as a result of over-complex structures. But, true leadership must find routes through the levels of complexity, breaking down barriers and bursting through blockages to ensure that messages are heard by those who need to receive them. In time, complexity can be removed, but there are often many well-justified reasons why it exists in the first place. Often it is a result of merging organizations or cultures; or a historical legacy of growth or diversification. But sometimes it is even more ingrained; a result of market dominance, reward and recognition, fast growth or geographical expansion. More than likely, however, it is a result of many of these factors and sometimes all of them.
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