3 Ways to Navigate Complexity and Ambiguity More Efficiently as a Leader

Business is changing rapidly, and the demands on executive leaders are greater than ever. In our “Ask a Chief” series, Chief Members and senior executives share their invaluable insights and expertise on the business-critical issues shaping today’s leadership agendas.

Today’s article features Nici Bush , Global Chief Innovation, Science and Technology Officer at Mars . Nici is a member of the global Mars Leadership Team and has oversight for Research and Development.

Leading Transformation and Innovation in an Uncertain World

There is no doubt that we are living in uncertain times and facing emerging issues that demand new approaches. As business leaders, it feels we are at the forefront of change and responsible for helping move forward while managing competing issues in an increasingly ambiguous, polarized, and complex world. In fact, 42% of executives say the ability to navigate changes quickly is a top leadership capability needed in 2024, according to Chief’s The New Era of Leadership report. 

When thinking about the question, “How to transform a business in uncertain times?”, here are three key things I learned from my 30-year journey as a leader at Mars, a global, family-owned business with an expanding portfolio of products and services in snacking, food, and pet care, employing 150,000+ Associates, with more than $50 billion in annual sales.

Less Control Can Lead to More Success

Uncertainty can cause stress within an organization — and it usually comes with a natural reaction: to try and exert more control. Firm plans and tight control may work for a while and provide a sense of security, but when things are changing fast, it is better to have many scenarios and decision-makers closer to the diverse businesses you operate. Controlling less and learning to let go — even if just a little — enables you to navigate complexity and ambiguity more efficiently.  

Democratize Decision-Making

Embracing innovation and seeking new ideas is critical for leading in this context. We want our talent and innovators to think about their unique environment. By democratizing decision-making while keeping innovation teams connected to the broader ecosystem through global touchpoints and applying a set of standard principles to approach the jobs to be done, we enable local agility while maintaining global scale.

In R&D at Mars, we have over 4,000 technical experts driving innovation and breakthrough science. To increase agility and speed, we are moving Associates (employees) closer to operations and away from centralized roles, providing greater autonomy to act with pace.

When leading through ambiguity, we need to get comfortable feeling uncomfortable — it’s about letting go instead of holding tight.

Get Comfortable Sitting With the Questions

It is tempting as a leader to focus on having an answer and a solution for every challenge. This places huge pressure on us as leaders and can stifle innovation and novel ideas.

The kind of questions we must ask today don’t have simple answers. How do we provide nutrition for growing numbers of people and pets while consuming far less of our planet's finite resources? How do we increase lifespan and healthspan? How can we foster an environment where four generations thrive together in the workforce?

Thankfully, expectations of leadership are changing, and it is more acceptable to show our vulnerability and share the questions we are struggling with. For me, Chief has been a fantastic environment for those vulnerable conversations. By listening to different perspectives across many industries and roles, I find I ask better questions of myself and my teams. The most impactful speakers I experienced at Chief are the ones who share their humanity. I believe we are at our most powerful when we are not afraid to let others see our vulnerability. 

The next time you are tempted to prepare all the answers, reflect on the questions instead, especially the ones you need to sit with for a while.