Best practice was yesterday

Best thinking is in demand today and tomorrow

Where does the term VUCA come from?
VUCA is an acronym (artificial word), first used in 1987 and based on the leadership theories of Warren Bennis and Burt Nanus, and stands for Volatility, Uncertainty, Complexity and Ambiguity. It was the response of the US Army War College to the collapse of the USSR in the early 1990s. Suddenly, there was no longer the only enemy, resulting in new ways of seeing and reacting.

The world of today
Neither an organisation’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
As a manager, you are responsible for the lion’s share of the decisions about the parameters that define how your organisation can operate.
The increase in volatility, uncertainty, complexity, and ambiguity means that you and your business must seek new orientations and take a fresh approach to management. Only then can you guarantee positive results in 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. WHEREAS and HOW determine the dialogue and discourse of managers and companies with their employees. The willingness to engage in genuine cooperation and take on clear responsibilities is a basic prerequisite for 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 measures.

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.
Charles Handy
Irish economic and social philosopher

What does VUCA mean for your LEADERSHIP and your strategies?



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.




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.


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.


Flexibility. Agility. Scrutinise hierarchical management techniques. Promote a consistent culture for making decisions and accounting for mistakes. Interact transparently with objections. Facilitate innovation and build up resilience.
Innovation craves space, creativity, rapidity, and flexibility. I can help your organisation to pool your combined capacities and exploit your abilities in order to achieve autonomous management. New possibilities will be opened up to you, along with solutions and practical strategies, and, ultimately, your individual path to the results you desire.
Waltraud Glaeser

VUCA Transformation

Film by Reza Razavi (BMW Group) and Simon Sagmeister (The Culture Institute)


Online Coaching - Digital Camps - Inhouse Trainings

Sparring (online or on location): Leadership in a VUCA world

Where do you exchange ideas about topics that are really close to your heart?
Sparring gives you the opportunity to develop your company in a targeted manner.  In a protected room it is possible for you to talk openly and to speak out and say sensitive things yourself.

Leadership Analysis: Digital Camp or "Day of Orientation"

The fastest, most effective, motivational leadership analysis for leaders and the entire company – either as a full day program or a digital camp with 6 modules.
This program provides orientation and creates an atmosphere of departure, because it brings you and all employees into dialogue – with each other instead of one on top of the other!

Organization Compass

The Organization Compass as a tool for a suitable navigation. In VUCA times a valuable answer to the need for orientation! Used as a tool in the consulting process, the organizational compass provides answers to what an organization wants to become and what sense it wants to serve.

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