A 2015 survey by ;e Economist Intelligence Unit (EIU) found that more
than a third of global executives say managing complexity takes somewhere
between 16 percent and 25 percent of their day—and 17 percent spend between
a quarter and half of their time navigating complexity.
“Frankly, you would have to come from Mars if you haven’t noticed the explosion of complexity to our organizations,” says Linda Szmyt, PMP, PfMP, head
of enterprise project portfolio management, TMX Group, Toronto, Ontario,
;is explosion is taking its toll on the bottom line. From slower time to
market to decreased employee morale and retention, complexity is creating
an economic drag across global organizations. Fifty-;ve percent of EIU survey
respondents said complexity has cut into their organizations’ pro;ts in the last
three years. To ;ght the headwind, program, portfolio and project management
o;ce (PMO) leaders must be prepared to manage sweeping change and facilitate strategic decision-making, Ms. Szmyt says.
rganizational complexity builds an
intricate web of dependencies that
can snare even the most experienced
project leader. It introduces
uncertainty and adds layers of
risk that slow progress and absorb
resources across the organization—all
the way up to the C-suite.