Explainer Collection

Organisational Management

Back to explainers
Open explainer

Flyvbjerg et al. (2026)

Most IT projects stay near budget, but a small minority run spectacularly over

Across 5,360 IT projects, 59% finished on or below budget. But the severe-overrun group averaged 453% above budget, creating a fat tail: rare outcomes so large that ordinary averages become dangerously reassuring.

59.14%
of IT projects finished on or below budget
18.26%
ran more than 50% over budget
Open explainer

Leite & Audretsch (2026)

Firms don't fail from one big shock, they fail when invisible tensions quietly compound

A new framework argues organisations behave like complex adaptive systems, where small erosions in trust, ideology, or politics cascade into structural collapse. The authors test it against a 16th-century financier and Tesla.

Interacting Q's
the dynamic subunits (teams, leaders, stakeholders, regulators) whose recursive interactions generate emergent organisational behaviour
PIE
the triad of Politics, Ideology, and Economy through which external systemic forces co-shape every strategic move

We use analytics cookies to understand site usage and improve the service. We do not use marketing cookies.