This podcast episode synthesizes the core principles for managing projects in turbulent environments, as outlined by Dr. Gerhard Friedrich. The central argument is a rejection of traditional, prediction-focused project management in favor of a systemic approach that prioritizes adaptability, simplicity, and a holistic view of projects as socio-technical systems. In turbulent times, success hinges not on creating complex plans to mirror complex environments, but on building resilient systems capable of rapid adaptation. Key strategies include minimizing Decision Latency, as speed is more critical than perfection, and focusing on a Minimum Scope. The briefing challenges the practical application of Ashby’s Law of Requisite Variety, presenting empirical evidence that simple heuristics often outperform complex models in uncertain conditions. To thrive, organizations should be restructured as Fractal Organizations—decentralized, autonomous, and self-similar units—drawing lessons from the robust governance of firefighters. Leadership is redefined as a distributed process, not a role, with an emphasis on fostering peer leadership and social support to create psychological safety and empower teams. Ultimately, project success requires the joint optimization of both social (people, culture) and technical (processes, tools) dimensions, as one cannot compensate for the failures of the other.