What does VUCA mean for your LEADERSHIP, STRATEGIES, PROCESSES and CULTURE?

VUCA Positive Prime by Bob Johansen

VISION

VISION

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.
UNDERSTANDING

UNDERSTANDING

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.
CLARITY

CLARITY

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.
ADAPTABILITY / AGILITY

ADAPTABILITY / AGILITY

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.
Waltraud Glaeser
VUCA Expert

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Solutions

An organization must deal with many different problems. Each requires an individual answer:

Decision Makers

Senior Management

Middle Management

Junior Management

Teams

Facilitators

Decision Makers

Senior Management

Middle Management

Junior Management

Facilitators

Testimonials

Michael Peters, Leadership Consultant

Michael Peters, Leadership Consultant

The course has given me a great foundational insight into the concept of VUCA, as well as introduced me to models that can be applied in order to help managers deal with volatility, uncertainty, complexity and ambiguity in their day-to-day work. What I personally liked is that I was able to discover a lot of new concepts and ideas that help me understand VUCA and also help my clients understand and deal with it. I also liked to interact with the other participants, especially when they discussed practical, real-world examples of V, U, C and A.

Ingrid Bethge, Managing Director

Ingrid Bethge, Managing Director

I feel very strengthened in my role as a Managing Director. Through the qualification as a VUCA facilitator, I have gained models and values that we do the best with our "equal" approach between colleagues and that we do not need a hierarchy here, but rather assumed clear responsibilities. I also notice that I am more courageous to try something new and can better endure uncertainty and ambiguity or support others in enduring same.

Boris Wittgrefe, Financial Director

Boris Wittgrefe, Financial Director

The term VUCA is on everyone's lips and is used to describe the dynamics of our economy. Therefore, I was looking for deeper information about it. The VUCA-world.org not only offered me this, but at the same time shows solutions for dealing with the VUCA phenomena. This is even more helpful and pragmatic for the area I am responsible for.

Maike Ertel, Student - International Management

Maike Ertel, Student - International Management

For me as a student of International Management, the term VUCA is part of the standard vocabulary. All the more I would like to know models and approaches that support me in better understanding and dealing with it. This is what the VUKA Facilitator®️ was able to convey to me. These were explained and illustrated very well. Additional benefit: Even in college, you have some situations that are difficult to deal with that are easier to solve through the positive substitution of VUCA.

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
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

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?
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 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.

 

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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.

Cooperations

Let's work together!

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