issues. Enterprise-wide perspectives and nontechnical
environmental impacts had to be considered. ICT managers
recognized that these challenges were not unique and that the
difficulties of Y2K management were symptoms of difficulties
with the ongoing management of ICT: “These problems were not
unique to Y2K. …They exist as part of the normal information
technology day-to-day business. …We were doing business as
usual, but we need to come up with a better business as usual”
(AMC/HQ).  The ICT infrastructure of a large modern organization
is extremely complex. The more an organization relies on
information within that infrastructure to achieve its mission,
the more complex its management task. In simple terms, a complex
system is one in which the whole is greater than the sum of its
parts. Traditional management strategies assume that the systems
being managed can be broken down into discrete component parts
and clear, causal relationships among those parts. However, this
assumption is no longer valid for syste