VUCA WORLD
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The document discusses the concept of VUCA (Volatile, Uncertain, Complex, Ambiguous) which was originally used by the US military to describe the complex modern world. It notes that business leaders now face a similarly dynamic landscape. Each element of VUCA poses unique challenges for leadership, such as the inability to predict events, insufficient information, and mixed or confusing messages. However, the document argues leaders can develop skills to better navigate uncertainty, complexity, and ambiguity. These include developing vision and strategic thinking, listening, empowering others, and continually innovating. Overall, the document analyzes how VUCA impacts the modern world and provides lessons for effective leadership in a complex, fast-changing environment.
VUCA WORLD
- 1. VUCA World BY -Kunal Basin
- 3. Where did VUCA come from? US Military started using this term in late 90s for the post-Cold War world Reflects a fast-paced, increasingly unstable and rapidly changing world
- 4. To deal with a changing battlescape Business leaders face a similar, challenging, dynamic landscape
- 5. Volatile Unstable Hard to predict Be prepared Match investment to risk
- 6. The challenge is • Exponentially accelerating change • Unexpected • Unstable • May be of unknown duration • Requires accelerated decision making • Require an urgent response But • Its not necessarily hard to understand • Knowledge about it is often available Example Prices fluctuate after a natural disaster
- 7. How Does it impact? • Causes fear • Risk Aversion Leadership Lessons • Translate date into information • Communicate early • Ensure your intent is understood We can use • Rapid advances in computing power • Unprecedented access to knowledge • 24hr news • Viral stories • Expanding social networks & media
- 8. Uncertain The inability to know everything,the lack of predictability and likelihood of “surprise” events
- 9. Uncertainty Leadership Challenges • Abstruse to situation • Insufficient information • More information • Abstruse to understand out come event
- 10. The VUCA prime The VUCA prime can be seen as a continuum of skill leader can develop to help make sense Of leading in VUCA world
- 11. VUCA : UNCERTAINTY Victim of Uncertainty Master of Uncertainty • See the only one out come and does not think beyond the immediate • See only problem with potential outcomes • Clings to existing processes even when they are inadequate • Rely on past solution to solve today issues • Concerned with the here and now • Able to see a range of outcomes and think in terms of confidence intervals • See uncertain time as opportunities make bold moves • Recognize issue with current state and seeks to adapt • Looks for flaws in the past solution to today problem • Concerned with the future, looking for the weak signals which are the harbingers of change
- 12. Complexity
- 13. Leadership challenges • Driver • Where to start • Quick wins • lack the time • Mitigating actions • Stuck
- 14. Ambiguity The haziness of reality, the potential for misreads, and the mixed meanings of conditions; cause-and- effect confusion.
- 15. Ambiguity – Leadership Challenges Failure to understand the significance of an event High risk of miss-interpreting events and responding inappropriately in ineffective ways Leaders are too far removed from the source and context of the events Leaders act based on a limited understanding of events and their meaning Source: http://www.georgeambler.com/vuca-leading-in-
- 17. How to lead effectively in an Ambiguous environment? Listen well Think divergently Set up incremental dividends Source: https://hbr.org/2011/01/leading-
- 18. Ready for a VUCA World?
- 21. Example Adapting VUCA&VUC A Prime Expectations & Challenges Change- Decade LAUNCHE D 2001, New Leadership Development Programme Need for Specialized Leadership Programs
- 22. Battle Against Create a vision and “make sense of the world.” Things Changing Rapidly. Clear Vision- Focused People. Right Direction Informed Choices. Communic ate Belief see things from a more strategic & long-term perspect Focus
- 23. Battle Against CURIOSITY - ask questions (coach) that challenge the status quo in your organization every day EMPATHY - get where people are coming from – their hopes, fears and desires OPEN MIND - explore new ideas, reflect and seek constructive criticism
- 24. SIMPLIFY - chop the fat, cut through the complexity and distill the core down to its essence INTUITION - use the gift of knowing without reasoning, trust your gut and your experience SYSTEMS THINKING - approach problems from a holistic perspective (a system of dynamic, interacting, interdependent parts)
- 25. DECISIVENESS - adapt quickly to changing circumstances and make decisions with confidence INNOVATE OR DIE - learn from your mistakes and continuously seek new ways to get better at what you do EMPOWER - value networks over hierarchy, collaboration over control and set people free to do great work Ambiguity Agility
- 33. References • What VUCA Really Means For You by Nathan Bennett and G.James Leoine, Harvard Business Review, January 2014 (Kindle edition) • Winning a SuperVUCA World – saatchikevin.com/Winning_in_a_SuperVUCA_World/ • VUCA - http://en.wikipedia.org/wiki/Volatility,_uncertainty,_co mplexity_and_ambiguity