“Organisations need to move away from reductionist thinking”

Mehaad Tegally, systems engineer and author of the recently published book ‘Managing Multi-Dimensional Complexities in Organizations’, brings fresh insights into how businesses can adapt and thrive. In this interview with BIZWEEK, Mr Tegally takes us through his personal journey, the challenges faced by organisations today, and the practical solutions laid out in his book. “Digitalization has fundamentally transformed the way organisations operate. I’ve witnessed this transition first-hand, from the days when we were sending faxes and making international calls to communicate with customers, to the era of email and now smartphones. But it’s important to understand that while technology can improve efficiency, it’s just a tool. Technology should be used to complement human efforts, not replace them,” he says. 

Your career journey is a very interesting one, especially considering your deep involvement in systems engineering and the textile industry. Could you walk us through your early career, and how it led to your current work as an author?

Absolutely. My journey began in 1985, when I graduated as a systems engineer, but not in the conventional IT sense. My specialisation was in general systems engineering, a discipline that focuses on how large, interconnected systems – such as governmental, industrial, and social systems – function and interact. My degree also involved a lot of operational research and industrial engineering, which I found highly practical when I started working in the rapidly growing textile industry in Mauritius.

After graduating, I returned to Mauritius at a time when the country was shifting from a monocrop economy based on sugar to an industrial one. The textile sector was emerging, and I saw this as a prime opportunity to apply my systems knowledge. I joined the industry and spent several years working on the manufacturing side, especially in process improvement and industrial systems. I believe I was the first, and possibly still the only, professionally registered systems engineer in Mauritius.

My journey in systems management became even more hands-on when I moved into customer service roles within the textile sector in the late 1980s. This experience allowed me to develop an understanding of international customers, primarily from Europe and the U.S., which was a huge learning curve. In 1997, I was asked to build and lead a customer service department from scratch for a major knitwear manufacturing company which was undergoing restructuring. It was during this time that I began to truly see the value of systems thinking – not just in operations, but in how to align customer satisfaction with organisational productivity. This department became the heartbeat of the entire company, influencing how the business interacted with customers and managed internal processes.

How did this transition from Mauritius’ monocrop economy to an industrialised one impact your work and the wider community?

The industrialization of Mauritius was a monumental shift. In the 1980s, the country moved from being almost entirely dependent on sugar production to becoming a hub for textile manufacturing and, later, other sectors like tourism and financial services. This shift created a wealth of opportunities for professionals like myself and my peers.

It was more than just an economic transition, it was cultural. My generation, in particular, embraced this new era. We were no longer tied to the monocrop economy of our parents; we were driven by the possibilities of industrialization. Many of us saw this as an opportunity to contribute meaningfully to the country’s development. The legislative framework, incentives, and reforms enacted by the government at that time played a crucial role in making this transformation possible.

I always say that opportunities lie outside your comfort zone. Had Mauritius stayed in the comfort zone of a monocrop economy, we would never have seen the industrial opportunities that have shaped the nation. But moving into this new industrial era brought about a new set of challenges – especially organisational complexities – which I address in my book. It wasn’t just about building factories; it was about creating systems that could adapt and thrive in this new environment.

Your book, ‘Managing Multi-Dimensional Complexities in Organizations’, introduces the concept of systemic thinking to the readers. Can you explain what this approach entails, and why it’s critical for today’s organisations?

Systemic thinking is the ability to see the big picture – how all the different parts of an organisation are interconnected. In traditional problem-solving, we often address issues in isolation. But in reality, every decision, process, and strategy in an organisation is part of a larger system, and changing one element can have ripple effects throughout the whole system.

For example, consider the road safety issue in Mauritius. Every few years, new traffic laws are introduced, and penalties are increased. Yet, the problem persists. This is because road safety is not just about traffic violations. It’s a multi-layered issue that involves infrastructure, driver behaviour, training, regulation, and even societal attitudes. Solving this problem requires a systemic approach that looks at all these elements together, rather than focusing solely on fines.

In my book, I emphasise that organisations need to move away from this reductionist thinking, where problems are viewed in isolation, and adopt a holistic view. For any business to succeed, especially in today’s world, where complexities are increasing exponentially, leaders must understand how various components – be it people, technology, processes, or culture – interact. My goal with this book is to provide a roadmap for leaders to see beyond individual problems and optimise their entire organisational system.

You’ve seen the rise of digitalization and AI in the workplace. How do you think these advancements are reshaping organisations today, and how should leaders approach them?

Digitalization has fundamentally transformed the way organisations operate. I’ve witnessed this transition first-hand, from the days when we were sending faxes and making international calls to communicate with customers, to the era of email and now smartphones. But it’s important to understand that while technology can improve efficiency, it’s just a tool. Technology should be used to complement human efforts, not replace them.

Take AI, for example. AI can handle data processing, automate routine tasks, and even assist in decision-making. But it cannot replace human intuition, creativity, or emotional intelligence. In my book, I discuss the importance of integrating AI with human intelligence within organisations. The key is balance. You can’t rely entirely on AI or on people alone – you need both working in harmony.

AI and automation also bring their own complexities. One of the most significant challenges we’re seeing today is the disparity between technological advancement and the regulatory frameworks that govern them. Legislation is often playing catch-up with these rapid changes. Leaders need to be proactive in navigating this environment, ensuring that they are not just adopting technology for the sake of it, but using it in a way that aligns with their organisational goals and values.

During the COVID-19 pandemic, many organisations had to adapt quickly. What did the pandemic teach you about organisational resilience, and how does it tie into your book’s themes?

The pandemic was a reminder of how fragile our systems can be, but it was also an opportunity to rethink how we operate. When COVID-19 hit, it forced organisations to face unprecedented challenges, from supply chain disruptions to remote work. During this time, I started writing about the “new normal” and the need for businesses to adapt. In July 2020, I wrote an article that encouraged organisations, particularly those in hospitality, to rethink their strategies. Many hotels in Mauritius were hesitant to open to the local market, even when borders were closed, which was a mistake in my view. I argued that they should pivot to cater to the local population, which eventually sustained them through two difficult years.

The pandemic showed us that organisations need to be agile, flexible, and resilient. My book expands on these themes by offering strategies for building systems that are not only efficient, but also adaptable. One of the key concepts I introduce is the “Sustainable Operating System Initiative (SOSICC)”, which is a methodology I developed to help organisations improve productivity, resilience, and well-being simultaneously.

Too often, organisations focus only on the hands and head, forgetting that people bring their hearts into their work as well. 

You mention quiet quitting and the great resignation in your book – two major trends that have emerged in the post-pandemic world. How should organisations respond to these phenomena?

Quiet quitting, where employees do the bare minimum, and the great resignation, where employees are leaving their jobs in droves, are both signs of deeper systemic issues within organisations. These trends indicate that employees no longer feel engaged or valued by traditional management structures.

Back in the 1990s, I worked extensively on building team cohesion and addressing human factors within organisations. I’ve always believed that people are the heart of any organisation. In the past, we’ve often focused on improving productivity through operational efficiencies, but we can’t ignore the human element. Employees, today, want more than just a pay-check – they want to feel that their work has meaning, and that they are part of something bigger.

In my book, I offer practical solutions for organisations to create environments that foster employee engagement and well-being. This involves systemic changes – revisiting how we manage, how we communicate, and how we align organisational goals with the personal aspirations of our employees. It’s no longer enough to just offer perks or incentives; organisations need to focus on building a culture that supports growth, learning, and a sense of purpose.

Can you elaborate on some of the systemic laws and principles you introduce in your book? How can they help leaders optimise their organisations?

One of the key principles I emphasise is that problems in an organisation don’t exist in a vacuum. In my book, I introduce the idea of moving from problem-solving to system optimization. When you’re simply solving problems, you’re treating symptoms. But when you optimise a system, you’re addressing the root causes and ensuring that future problems don’t arise.

One of the systemic laws I discuss is the need to value all three aspects of work: the hands (the physical work), the head (the cognitive work), and the heart (the emotional engagement). Too often, organisations focus only on the hands and head, forgetting that people bring their hearts into their work as well. Leaders need to create environments that nurture all three to achieve long-term success.

Another principle I discuss is the importance of integrating hard systems, such as operations and technology, with soft systems, like organisational culture and human behaviour. Many leaders make the mistake of applying rigid, mechanistic solutions to human problems, which rarely works. You need to strike a balance between structure and flexibility, particularly in how you engage with your people.

Do you believe that the lessons from your book apply to political systems as well as business organisations?

Without a doubt. In fact, one of the things I talk about in the book is the need for political systems to evolve. We’re still operating under frameworks that were set up 50 years ago, and these systems are struggling to keep up with the complexities of today’s world. Alliances are made and broken, but the underlying system remains unchanged. This is something that is holding the country back from its full potential.

COVID-19 exposed many of the cracks in our political and social systems. We saw how quickly things can change, and yet our political systems are still moving at a slow pace. To create lasting progress, our political leaders need to adopt systemic thinking, just like business leaders. They need to look at the bigger picture and address the root causes of the challenges we face, rather than just putting Band-Aid on problems.

As we conclude, what do you hope readers will take away from your book?

I hope that readers, particularly leaders in both business and government, will begin to see their organisations as interconnected systems. It’s not about solving one problem at a time – it’s about optimising the entire system to address multiple challenges simultaneously. I also hope that leaders will recognize the importance of valuing the human element in their organisations. People don’t just work with their hands and heads – they bring their hearts into their work, and that needs to be nurtured.

Finally, I want readers to understand that the world we live in today requires a different approach. We can’t rely on the solutions of the past to solve today’s problems. My book offers practical, actionable strategies for navigating the complexities of modern organisations, and I hope it inspires leaders to think more systematically and act more proactively.