WHAT IS VUCA?
VUCA is an acronym coined by the US Army War College to describe extreme conditions in modern warfare. It stands for VOLATILE, UNCERTAIN, COMPLEX and AMBIGUOUS. Today, it is increasingly being used to describe the modern workplace.
VUCA Q Supporting leadership in uncertain times.
VUCA stands for Volatile, Uncertain, Complex and Ambiguous and together these represent how it feels to be doing business and designing strategy in the world right now.
Our companies need to respond. Inevitably we will look to our leaders and more broadly to leadership across the business to help us take action.
But what action shall we take? How can we move beyond simply assessing our leaders personality and engage with the need for them to act in a messy context that is unique to your organisation and to this moment in time.
Impact undertook a global research project to design a tool that can help organisations and their leaders understand the context they are operating in and how leaders are responding. A tool that could equip leaders with the insights they need to navigate ahead.
The result was VUCA Q.
VUCA Q is a ‘situational diagnostic’. It zooms in on the current context facing organisations and leaders and provides the vital perspectives that are then converted into an action plan. It's an action-orientated tool, designed to inform, equip and guide leadership action.
It is now available as a stand-alone service to clients who need help in uncertain times.
VUCA Q will help you connect your situation with the capacity of your leaders to take action.
To talk to one of our team about how we can help, call 015394 88333 or email karyn [dot] kirkup [at] impactinternational [dot] com and we’ll come right back to you.
For more information you can download a pdf here.
THE 4 VUCA DIMENSIONS
Dynamic, quick and intense changes in the environment.The challenge is unexpected or unstable and may be of unknown duration.
Examples:Technological breakthroughs, market uctuation, change of government regulations.
A lack of predictability around issues and events.The nature of the event may be known, but it is impossible to predict its presence or outcomes in advance.
Examples: End of nancial crisis, competitors’ decisions, future market trends.
The combination of issues and the chaos that surrounds any organisation. The situation has many interconnected parts and variables. Some information may be available or could be predicted, but the volume or nature of it can be too overwhelming to process.
Examples: Global approach to local legislative issues, cultural adaptation of processes, balancing and leveraging individual needs.
The haziness of reality and the mixed meanings of conditions. Causal relationships are completely unclear. No precedents exist; you face “unknown unknowns”.
Examples: Problems with no historical precedent, moving into new markets, working in a new organisation.
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