Time and again, we read about what a boss should do in order to have motivated employees and make principles such as agile working possible in an organisation. What if an employee were to motivate their boss the other way round?
Warren Bennis and Burt Nanus emphasized the need for leaders to be adaptable, comfortable with uncertainty and ambiguity, and capable of navigating complex environments. Their work provides valuable insights and guidance for leaders facing the VUCA conditions of the modern world.
Ever heard of hyperconnectivity? The term goes back to the Canadian social scientists Anabel Quan-Haase and Barry Wellman.
The Vital Role of Psychological Safety as the Foundation to Navigate a VUCA World By: Rhonda Parkhurst, Founder of The People Centered Organization, LLC
Understand, think and act VUCA! Dealing with a made-up word from the last century holds contemporary solutions for the age of digitalization.
If you want to respond to today's challenges, you inevitably ask yourself the following question: "Isn't it enough to attend an Agile Framework training or read a book about transformation and then just get started?
Where do the terms "VUCA" and "BANI" come from? And who knows RUPT and TUNA? VUCA Positive Prime? It would be unwise to send the terms and the ideas behind them into competition with each other.
VUCA is an acronym The acronym VUCA is composed of the four terms volatility, uncertainty, complexity and ambiguity.
How do I invent a traffic jam? Article by Christian Schwedler Expert + Speaker for Ambidexterity & Ambidextry - Let's remember more often: the truth is rarely black or white, but mostly gray, or colorful.
Georgiy Michailov - From VUCA to TUNA? It gradually crept its way into management literature and is still widely used today to describe the ever more complex, ever faster moving world. But I am starting to like another acronym developed in Oxford in the UK even more: TUNA.
Why is the origin of VUCA often associated with the US military? Mike Schindler (Award-winning author) gives me a concrete answer in our last conversation: "Military is never reactive. It's always responsive!" It's about preparation, anticipation, exploration, evaluation, adaptation.
Article by Dr. Stefanie Puckett - We observe nimble, innovative startups and look at large yet agile companies. They found a way to empower their people to deal with VUCA challenges, and it is grounded in their working culture. The three elements that determine their success provide an orientation for our own day to day work life.
The premise of a great conversation is that ideas will change the world. Harnessing the ideas and then discussing their practical application can change market ecosystems. We have been pursuing the guides that can help us be better leaders in this VUCA world, and we found another in Germany: Waltraud Glaeser.
We live in an age of crushing change and uncertainty that bombards us with volatility, uncertainty, complexity, ambiguity, fear, anxiety - and distrust. There is a name for this: IT'S VUCA. VUCA isn't just the problem...it's also the solution.
As a coach of field hockey teams I acted for years in so called #VUKA contexts. Article by Stefan Kermas - Train Your Business
Article by Dr. Jürgen Scherer - The U.S. Army War College coined the term VUCA in the late 80s addressing volatile, uncertain, complex and ambiguous conditions. Less known in this context is the impact of the legendary US Air Force fighter pilot John R. Boyd (1927 - 1997), who developed the so-called “O-O-D-A loop”: Observe, Orient, Decide, Act. Boyd’s influence not only revolutionized military strategy, but also formed the basis of a profound business strategy in response to VUCA times.
Article by Tim Nash - Your team is separated by country, culture and language. It’s also a mix of generations. Nevertheless, you need to do something ASAP to increase trust and improve teamwork.
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.
Management 4.0 and sensible navigation in VUCA times Charles Handy, the acknowledged social philosopher and management thinker, put it even more clearly in his keynote speech when he spoke of the rethinkable sequence of key factors for the success of a company: People, profit and passion.