Managing a mechanical or collision repair shop has never been simple. However, in recent years, the reality facing managers has become considerably more complex. Technology is evolving rapidly, customer expectations are increasing, skilled labour is becoming harder to find, and administrative requirements continue to multiply. Added to this are the daily unexpected challenges: a delayed part, a vehicle that is more complex than anticipated, an absent employee, or a repair that suddenly requires outside expertise.

In this environment, traditional management methods—often based on planning, standardization and control—can sometimes reveal their limitations. They remain useful for structuring operations, but they do not always provide the flexibility needed in a reality where situations change quickly and many factors are interconnected.

Understanding the Difference Between Complicated and Complex

A complicated situation may be difficult to resolve, but it generally has a known solution. Replacing an engine, for example, requires knowledge, time and a rigorous process. With the right information and the necessary skills, the main stages of the work can usually be anticipated.

A complex situation works differently. Integrating new technology into a repair shop, retaining employees or improving profitability does not depend on a single decision. Many factors influence one another, and a solution that works well for one business will not necessarily produce the same results elsewhere.

Searching for a universal formula can therefore become counterproductive.

Accepting That Not Everything Can Be Predicted

Managers are often encouraged to anticipate problems and develop detailed plans. This ability remains essential, but complexity also requires the capacity to adapt when reality does not unfold as expected.

This does not mean abandoning planning. Rather, it means allowing enough flexibility to adjust decisions as new information becomes available. A strategy may be relevant today but require modification a few months later because of technological, economic or workforce-related changes.

In a repair shop, this adaptability may involve holding more frequent team meetings, improving the flow of information or regularly reviewing work processes.

Drawing on Collective Intelligence

When decisions depend entirely on the manager, a business can quickly become reliant on a single person. Yet employees who work directly on vehicles, interact with customers or manage daily operations possess valuable knowledge about the challenges the business faces.

Creating an environment where team members can suggest solutions, identify difficulties and participate in process improvements often leads to a better understanding of the organization’s day-to-day reality.

Providing greater autonomy does not mean giving up leadership. Instead, the manager’s role evolves toward that of a guide who establishes clear objectives, encourages collaboration and provides the team with the tools needed to make sound decisions.

Learning to Evolve Continuously

In a complex environment, the best solution is not always obvious from the outset. It may be more effective to test a new approach on a small scale, observe the results and make adjustments before implementing it throughout the organization.

The repair shops that successfully navigate the industry’s ongoing transformation will probably not be those that attempt to predict or control everything. They will be the ones capable of learning quickly, engaging their teams and adapting their practices as circumstances evolve.

Complexity is therefore not necessarily a problem to eliminate. It is a new reality to understand—and an opportunity to rethink how businesses are managed.

Text inspired by the article published on May 27, 2026, in Gestion magazine and written by Hubert Corbeil and Claude-André Guillotte: Complexity: The Great Disconnect in Contemporary Management | Gestion, HEC Montréal

Photo by Beatriz Cattel