VUCA-WORLD
What does VUCA thinking mean for your LEADERSHIP, STRATEGIES, PROCESSES and CULTURE?
VUCA thinking is a way of recognizing and understanding the complexities and dynamics of a rapidly changing world. It stands for Volatility, Uncertainty, Complexity, and Ambiguity and it is used to help teams and organizations to be better prepared for uncertain situations and to manage the risks associated with them.
VUCA thinking involves developing the ability to anticipate and adapt to changes quickly, to think strategically, and to develop creative solutions. It also encourages leaders to think beyond the boundaries of their own organization and to consider the broader context in which their decisions are made.
CRYSTALISE YOUR FUTURE & PURPOSE
IDENTIFY OPPORTUNITIES AND GAIN COMPETITIVE ADVANTAGES
AVOIDS CONFUSION AND BUILD BETTER RELATIONSHIPS
REACT AND RESPOND EFFECTIVELY TO THREATS
What does VUCA thinking mean for your LEADERSHIP and STRATEGIES?
VUCA Positive
VUCA thinking is a way of recognizing and understanding the complexities and dynamics of a rapidly changing world. It stands for Volatility, Uncertainty, Complexity, and Ambiguity and it is used to help teams and organizations to be better prepared for uncertain situations and to manage the risks associated with them.
VUCA thinking involves developing the ability to anticipate and adapt to changes quickly, to think strategically, and to develop creative solutions. It also encourages leaders to think beyond the boundaries of their own organization and to consider the broader context in which their decisions are made.
CRYSTALISE YOUR FUTURE & PURPOSE
Paint a picture of the future you want. Together; as a compass and for orientation; in order to confer meaning and spark motivation – and to forge internal and external identity and effectiveness.
IDENTIFY OPPORTUNITIES AND GAIN COMPETITIVE ADVANTAGES
Understand interconnections; make them transparent. Reflect on the context. Think and plan meta-strategically. Start from the result and work backwards. Harmonise skills. Embrace and exploit behaviours and reactions. Convert anxiety and resistance into productive energy.
AVOIDS CONFUSION AND BUILD BETTER RELATIONSHIPS
Simplicity. Focus on what counts and what it's really about. Trust, transparent connections and processes. Apply energy and force exactly where they will be most effective.
REACT AND RESPOND EFFECTIVELY TO THREATS
Flexibility. Agility. Scrutinise hierarchical management techniques. Promote a consistent culture for making decisions and accounting for failures. Interact transparently with objections. Facilitate innovation and build up resilience.
"VUCA is more than a buzzword! It is a way of thinking and approaching solutions
to the problems of our digital and dynamic world."
Waltraud Glaeser
VUCA Expert
VUCA is more than a buzzword! It is a way of thinking and approaching solutions to the problems of our digital and dynamic world.
VISION & MISSION
Our Vision is to Change the World and Inspire People to see the World through Empathic Eyes.
VUCA Learning Journey
The "VUCA Learning Journey special" for organizations is designed for their leadership teams to ensure they are VUCA-fit and have the latest leadership practices.
FIND OUTVUCA Sparring
The VUCA Sparring is a peer-to-peer, digital training facilitation program for employees and leaders who: - are part of our VUKA Facilitator program - Wish to continue enhancing their skills with peers from around the globe
FIND OUTVUKA Facilitator®
VUCA World and platform3l make digital transformation possible with the VUKA Facilitator®, a globally unique concept for employees and companies. We teach employees, leaders, teams how to think, understand and act VUCA through creative and playful methods.
FIND OUTVUCA Key Notes
As a speaker, Waltraud Glaeser brings a breath of fresh air into your world of thought and your company. She questions traditional structures and presents these on how to rethink teams and teamwork from a VUCA perspective.
FIND OUTWhereas the heroic manager of the past knew all, could do all, and could solve every problem, the postheroic manager asks how every problem can be solved in a way that develops other people´s capacity to handle it.
Photo by Liz Handy
Best practice was yesterday
Best thinking is in demand today and tomorrow
VUCA is more than a buzzword!
It is a way of thinking and approaching solutions to the problems of our digital and dynamic world.
The challenge: intelligent linking of the tried and tested and the new to be created. This is where benefit and impact lie! This combines skill and art!
Where does the term VUCA come from? (Article)
First described in 1985 by two economists and university professors, Warren Bennis and Burt Nanus, in their book “Leaders. The Strategies For Taking Charge” the challenges of various external factors for management and leadership and what consequences these have for corporate management. The acronym (made-up word) VUCA was found for the four phenomena Volatility, Uncertainty, Complexity and Ambiguity, which have a decisive effect and need to be taken into account.
In the early 1990s, VUCA was the US Army War College’s response to the collapse of the USSR. With the demise of the “Eastern Bloc” as “the one enemy,” and the end of the Cold War, the goal was to find and implement new ways of seeing and responding under conditions of volatility, uncertainty, complexity, and ambiguity.
An Army War College Study Project published in 1992 attributes the use of the terminology VUCA to General Thurman.
The world of today
Neither an organization’s leadership nor its strategies are spared in today’s VUCA world. Experiences, dogmas and paradigms must all come under scrutiny; it is no longer a case of finding the one way or the management tool: standards give way to individuality.
You as a leader and manager
are responsible for the lion’s share of the decisions about the parameters that define how your organization can operate.
The increase in volatility, uncertainty, complexity, and ambiguity means that you and your business must seek new orientation.
It takes a fresh approach to management and leadership to guarantee positive results under changed circumstances.
The VUCA world challenges you to find your own way. You will need to understand the psycho-logic and develop empathic behaviour – in short, to be more concerned with humans and their needs. Meaning and purpose take a central role in business activities.
People determine the success of every company.
This requires the right framework conditions under which each individual can and may contribute his or her skills and services in the sense of agreed – more qualitative and quantitative – results. This was valid at all times and becomes even more important in VUCA times. WHY (purpose), HOW (output) and WHAT (impact, outcome) determine the dialogue and discourse of managers, leaders and companies with their employees. The willingness to engage in genuine collaboration, co-creation and take on clear responsibilities is a basic prerequisite for adaptability and innovation. This requires freedom, creativity, speed, flexibility and a corporate culture that connects people with the organization. This connection becomes more significant and can be brought into the focus of leadership even more decisively. In a VUCA world, the most important thing is to anticipate the future and to strengthen cooperation in companies with modern solutions. Decisions and connections are success factors for shaping the common cause. The aim is to channel the energy used in any case into meaningful channels so that it can lead to value-adding approaches and contemporary answers.
VUCA is more than a buzzword!
It is a way of thinking and approaching solutions to the problems of our digital and dynamic world.
The challenge: intelligent linking of the tried and tested and the new to be created. This is where benefit and impact lie! This combines skill and art!
Where does the term VUCA come from?
First described in 1985 by two economists and university professors, Warren Bennis and Burt Nanus, in their book “Leaders. The Strategies For Taking Charge” the challenges of various external factors for management and leadership and what consequences these have for corporate management. The acronym (made-up word) VUCA was found for the four phenomena Volatility, Uncertainty, Complexity and Ambiguity, which have a decisive effect and need to be taken into account.
In the early 1990s, VUCA was the US Army War College’s response to the collapse of the USSR. With the demise of the “Eastern Bloc” as “the one enemy,” and the end of the Cold War, the goal was to find and implement new ways of seeing and responding under conditions of volatility, uncertainty, complexity, and ambiguity.
The world of today
Neither an organization’s leadership nor its strategies are spared in today’s VUCA world. Experiences, dogmas and paradigms must all come under scrutiny; it is no longer a case of finding the one way or the management tool: standards give way to individuality.
You as a leader and manager
are responsible for the lion’s share of the decisions about the parameters that define how your organization can operate.
The increase in volatility, uncertainty, complexity, and ambiguity means that you and your business must seek new orientation.
It takes a fresh approach to management and leadership to guarantee positive results under changed circumstances.
The VUCA world challenges you to find your own way. You will need to understand the psycho-logic and develop empathic behaviour – in short, to be more concerned with humans and their needs. Meaning and purpose take a central role in business activities.
Whereas the heroic manager of the past knew all, could do all, and could solve every problem, the postheroic manager asks how every problem can be solved in a way that develops other people´s capacity to handle it.
People determine the success of every company.
This requires the right framework conditions under which each individual can and may contribute his or her skills and services in the sense of agreed – more qualitative and quantitative – results. This was valid at all times and becomes even more important in VUCA times. WHY (purpose), HOW (output) and WHAT (impact, outcome) determine the dialogue and discourse of managers, leaders and companies with their employees. The willingness to engage in genuine collaboration, co-creation and take on clear responsibilities is a basic prerequisite for adaptability and innovation. This requires freedom, creativity, speed, flexibility and a corporate culture that connects people with the organization.
This connection becomes more significant and can be brought into the focus of leadership even more decisively. In a VUCA world, the most important thing is to anticipate the future and to strengthen cooperation in companies with modern solutions. Decisions and connections are success factors for shaping the common cause. The aim is to channel the energy used in any case into meaningful channels so that it can lead to value-adding approaches and contemporary answers.
The world is and always has been defined by VUCA.
The acceleration of change in the age of digitalization and global interconnectedness has made VUCA more visible and more urgent to work with.
Cooperations
