A study of strategies for transforming ZESA Enterprises (ZENT) into a complex adaptive system for achieving sustainable growth from 2009 to 2013

Abstract

The purpose of this research is to examine how a public organisation can be transformed into complex adaptive systems (CAS) to achieve sustainable growth for the benefit of all stakeholders. This research reviews the strategies and provides a conceptual framework of transforming a public organisation into complex adaptive systems and a conceptual framework is provided. The purpose of this dissertation is to apply organisational transformation through CAS in an organisation especially in the field of project management (construction) and manufacturing. The research explores and identifies the best approaches that the organisation can implement to achieve sustainable growth. The research was based on a case study and two divisions were under study although research information was collected from the organisation’s four divisions including the head office. The benefits of CAS application in the organisation give management an alternative for adapting and managing, in the current turbulent environment. The findings show that the application of CAS in organisations is not a popular concept in the organisation under study. The CAS approach looks at the relationship between management, employees and the processes to achieve sustainable growth. The research recommends that transformation strategy through complex adaptive systems will encourage continuous innovation, restructuring, application of advanced technology, improvement in communication, employee involvement, review of the organisation, application of CAS characteristics and approaches, reward teams based performance for sustainable growth The case study contributes to the empirical body of knowledge of organisational transformation strategies through complex adaptive systems. This paper will introduce a new way of thinking to the manager on current and future issues in the field of project management and manufacturing, and move away from out-dated management model e.g. Taylor’s management model.