Having spent almost two years working with AI and large language models (LLMs) to scale their adoption in organisations, I can attest to both the incredible opportunities and challenges they bring. Every day offers new lessons – about the immense potential of AI, the hurdles of implementation and the critical missteps to avoid.

While AI offers transformative capabilities, it also highlights the need for a deeper understanding of complexity in organisational change. In the context of organisational change, complexity refers to the unpredictable and interconnected nature of systems, where numerous variables and relationships create outcomes that cannot be easily predicted or controlled. In this fast-paced world we live in, the key lies in working within these intricate webs of interconnected systems, behaviours and emergent outcomes that define organisational transformation.

The shifting landscape of organisational change

We’re entering a time where AI is no longer just a futuristic concept – it’s becoming a core part of how organisations operate and adapt. From smarter customer service tools to healthcare breakthroughs and even advancements in climate solutions, AI is weaving itself into the fabric of our daily work. Companies are starting to experiment with AI-driven insights to make faster, better decisions and automate routine tasks. But as exciting as these developments are, they also bring a new level of complexity. Navigating this change isn’t just about adopting the latest technology – it’s about understanding how these tools fit into the bigger picture and how people within organisations adapt and thrive alongside them.

AI as a strategic partner, not a standalone solution

AI has evolved from a supporting technology into a strategic partner in driving change. As OpenAI’s Sam Altman noted, AI agents will likely “join the workforce” in 2025, promising to revolutionise how organisations function. He has claimed, “We are now confident we know how to build AGI as we have traditionally understood it,” with aspirations for tools that could “massively accelerate scientific discovery and innovation”.

While these advancements are exciting, it’s vital to acknowledge that AI operates best within defined parameters. Complexity, by contrast, involves uncertainty, adaptation and emergent outcomes that defy prediction. AI’s inability to fully grasp contextual, relational, and emergent dynamics means it must complement, not replace, human understanding of complexity.

Embracing complexity in an AI-driven world

To harness AI’s full potential in change management, leaders must develop strategies that integrate AI capabilities while addressing the inherent complexity of organisational systems.

1. Understanding organisational complexity is the first step. Organisations are not linear machines but complex adaptive systems made up of interconnected parts. Leaders must move away from the mindset of controlling outcomes and instead focus on creating environments where positive change can naturally emerge. This shift requires embracing uncertainty as an inevitable and valuable aspect of transformation.
2. Leaders can then leverage AI to navigate this complexity. AI excels at identifying patterns, modelling scenarios, and detecting emerging risks or opportunities. By implementing AI-driven monitoring systems, organisations can gain real-time insights into feedback loops and dynamic shifts. However, it is crucial to balance AI-driven efficiency with the flexibility and adaptability needed to manage unexpected challenges.
3. Finally, prioritising emergent change is essential for sustainable transformation. Change initiatives should be designed with an awareness of organisational interdependencies. Rather than relying on rigid, large-scale plans, leaders should cultivate small, iterative interventions that can evolve over time. Encouraging a culture of experimentation—where safe-to-fail pilots are used to test and refine strategies—will empower organisations to adapt and grow.

The evolving Change Management toolkit

Integrating AI with complexity thinking offers a comprehensive approach to organisational transformation. By aligning these strategies, organisations can enhance their resilience and adaptability.

AI can:

• Identify patterns and correlations in vast datasets.
• Simulate various scenarios to explore potential outcomes.
• Provide real-time feedback loops for monitoring dynamic interactions.
• Enhance data-driven decision-making with predictive analytics.

Complexity thinking adds:

• A focus on interdependencies and emergent behaviours.
• Strategies that adapt to uncertainty rather than resist it.
• Tools like constraint mapping, which identify leverage points for small but impactful interventions.
• A holistic perspective that integrates human, cultural, and relational factors.

Leading change in 2025 and beyond

Success in 2025 will belong to change leaders who:

Embrace complexity: View organisations as dynamic systems and adapt strategies accordingly.

Integrate AI thoughtfully: Combine AI’s analytical strengths with a deep understanding of adaptive change.

Cultivate resilience: Develop adaptive, iterative approaches capable of absorbing disruption and nurturing growth.

Organisational change is not a linear journey – it is an ongoing process of navigating complexity. AI will be an essential companion in this process, but it is the human capacity to navigate emergent conditions and implement adaptive strategies that will guide organisations through the intricate landscapes and drive meaningful transformation. Do not overestimate what it can do compared to a human being.

Final thought: Thriving in complexity

AI’s potential to transform change is undeniable, but as we navigate this AI-driven future, the focus must shift to understanding and working within complexity. Change is no longer about predicting and controlling outcomes; it is about setting the right conditions within a dynamic environment to enable desired outcomes to emerge.

Organisations that embrace this complexity-centric approach—leveraging AI while recognising that complexity cannot be controlled, only navigated—will not only survive but thrive in these transformative times.

By Mick Brian, Head of Change and Transformation at CMC Partnership Consultancy Ltd