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
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?

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 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
Organisationsberaterin. VUCA-World.org

Online Coaching - Digital Camps - Inhouse Trainings

Sparring: 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. In a very short time you will receive many new ideas, fresh knowledge and new approaches.
Many problems have already been solved by others – saving you time and money.

Sparring1000
Vision1000

Leadership Analysis: Digital Camp or "Day of Orientation"

The fastest, most effective, motivational leadership analysis for leaders and the entire company.
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! Thanks to the important approach of “turn those affected into participants”, you and all your employees will experience an unforgettable day that not only highlights the usual topics.
The method promotes dialogue from person to person and facilitates an open and solution-focused dialogue. This paves the way for a corporate culture in which people feel comfortable, are efficient and willing to commit themselves to the desired success. In the workshop you will work together to develop concrete practical measures.

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.
It makes statements on how stakeholders assess central issues of cooperation and how they should be in the future. Topics and complex issues are presented in a simple and well-structured way using this method. Strengths and development needs become visible, priorities are easier to set. The organizational compass is a dynamic navigation aid for a clear orientation of the attitude and concrete actions in the company.
The mutual consideration and recognition awakens the willingness and the need to do something, to put energy and strength into the development of unused potentials.

Compass1000

By continuing to use the site, you agree to the use of cookies. We use cookies to ensure that we give you the best experience on our website. If you continue without changing your settings, we’ll assume that you are happy to receive all cookies from this website. more information

Die Cookie-Einstellungen auf dieser Website sind auf "Cookies zulassen" eingestellt, um das beste Surferlebnis zu ermöglichen. Wenn du diese Website ohne Änderung der Cookie-Einstellungen verwendest oder auf "Akzeptieren" klickst, erklärst du sich damit einverstanden.

Schließen