The critical problems faced by organizations in 2016 are much more complex than problems than problems encountered even five to ten years ago. The 21st century workplace is marked by an enormous amount of ambiguity that has arisen from a wide array of rapidly changing socioeconomic trends and markets, overnight innovation from competitors, mergers across disparate corporate cultures and industries, new distribution channels, and the globalization of business.
As organizations evolve, they must maintain their strategic capabilities as they deal with internal and external complexities. Problem solving has thus become a way of life in challenging times. Organizational members, particularly leaders, are required to exercise discretion, take calculated risks, capitalize on the constraints of time and resources, analyze environmental uncertainties, make skillful decisions, and take considered action. As problems become increasingly complex – that is, they are not easily identifiable at first sighte and are often times subsumed within other issues – leaders are tasked with the responsibility of providing a way out so that, collectively, they take their organisations to the next level of competitive resilience.