Conclusions

From the Management’s point of view, one of the most interesting results of the vision based on the “complex systems’ theoretical perspective” is the impact it has on the governance of the company. In this perspective, we have, on the one hand, the discretionary scope, which increases excessively, in so much as nothing is prejudicially prevented and the “references of meaning” consistently open probabilities, even to deviant or contradictory choices; on the other hand, the results of the micro, meso, and macro relationship are not determined exclusively by whoever is responsible for governing the company; they are also determined by systemic and intersystemic mechanisms which—incessantly selecting certain possibilities and not others—generate paths that go beyond the control of individuals. To a certain extent, the company adapts to the complexity of the environment; in contrast, as it becomes increasingly more complex, it focuses on its own complexity and contributes to making the context more complex in a co-evolutionary relationship that radically changes the conceptualization of the decision-making function. In this conceptual context, the decision-making processes must be capable of tolerating the uncertainty linked to the complexity and unknowability of the systemic reality in its entirety.