Special feature editorial: The challenging task of managing complexity and transformation continuum for sustainability

Abstract

Special Feature

Sustainability and sustainable development are challenging primarily because they cut across various spheres of life. There is a common view that sustainability involves various forms of change and demands the capability of managing complexity at the core of the multiple activities, processes and policies interacting to unlock sustainable development. Any meaningful attempt by market or non-market actors, such as government, to ensure sustainability needs to be grounded in capability to manage complexity and change at the intersection of sustainability economic, social and environmental domains.

Managing complex interdependencies sustainably is a critical capability, and we must be mindful that the world exists as an ecosystem of businesses, governments, non-governmental organisations, and non-profits, interlocking in one way or another.  Complexity is traceable to the Latin word complexus. Chan (2001:1) reveals that com- means “together” and plectere means “to weave” or “braid”. For example, the Just Energy Transition is not simply about green technology, green human capital, regulation and collaborative policy and mitigation of climate change effects but also complex interactions which include the role of energy storage to address the energy poverty of about 600 million African people who still lack access to reliable and affordable energy yet live on a continent blessed with abundant sources of green energy. Energy poverty in Africa exemplifies a complex issue creating barriers to social and economic development and human rights concerns. Thus, managing the complex interactions of policies, mechanisms for private-public partnerships, financing of green energy, and the necessity of developing sustainable human capital and building regional collaboration in Africa is pivotal to unlocking the full potential of reliable and affordable fruits of sustainable development.

However, managing complexity without understanding the density of interactions between different components (agents, parts, elements, artefacts) regarding how to embed sustainability in the interconnected world is challenging. Placing complexity at the centre of sustainability compels us to focus not only on the elements but also the variety and number of “inter-relationship, inter-action, and inter-connectivity of elements within a system” making up the system (micro-level) and among different systems (macro-level)” necessary to get sustainable outcomes. Interdisciplinary solutions and institutional collaborations need to work cohesively rather than inisolated silos to handle the complexity of unlocking and implementing significant national and regional policies such as Just Energy Transition, One Health in East African Community, efforts for social inclusion in hospitality education in Kenya, and address inequalities to accessing sexual reproductive health in Zimbabwe to mention just a few.

Another fundamental facet of managing complexity sustainably is the clarity on the type and magnitude of change required for sustainable development, especially for African economies with many small and medium enterprises on the market. Transformation continuum with radical change on one end and incremental change on the other conjures the thought of sustainability as an ongoing and dynamic change process rather than an event. Sustainability unfolds on a transformation continuum and brings to the fore the range between incremental changes (small updates) and transformation (significant shifts), which calls for recognising that both play roles in the pursuit of sustainability and sustainable development. The radical process with pervasive transformation or incremental change is relevant to innovative thinking and sustainability in African economies. In terms of the continuum, transformation can be brought about incrementally over time through smaller changes or radically in larger transformations, both of which result in transformative sustainability. It is prudent to think of sustainability in various forms of change captured on the continuum of disruptive innovation on the one hand and incremental innovation on the other.

Change may involve modifying specific aspects in response to external influences or internal changes, aiming for incremental improvements. In contrast, transformation entails a profound, fundamental shift that redefines beliefs, values, and behaviours, often resulting in a complete overhaul of existing systems.

It is also tempting to think that managing complexity in a sustainable manner is more meaningful if the various actors in the ecosystem are not guided by the outdated mantra of the business of business is business by Milton Friedman. Undoubtedly, Friedman's mantra has resulted in some unsustainable business and financing models over the years, which are characterised by excessive focus on improving the short-term performance of the organisation at the expense of important longer-term opportunities and societal issues. Integrating sustainability into business, organisational and societal practices can be challenging, but it is essential for the long-term success of people, planet and profit. Two issues are cardinal as academics and policymakers in Africa become enthusiastic about pursuing the challenging task of managing complexity and various forms of change on the transformation continuum for sustainability.

First is which competencies must be developed among managers and key stakeholders to lead and manage complexity in a connected world. Second, sustainable development is inclusive such that managing complexity for sustainability should not exclude the transformative or incremental change for and by small and medium enterprises, which are the cornerstone of many African economies. It is time for sustainable development to not only focus on radical changes by large organisations and government. There is a grave need to adopt a multi-stakeholder and multi-pronged approach, embracing market and non-market actors with transformative potential and digital innovation value, such as Africa's numerous small and medium enterprises. Sustainability and sustainable development are complex but achievable through managing complexity sustainably in the interactions between the economic, social and environmental spheres of life to create various forms of sustainable change.