VUCA is an acronym that has recently found its way into the business lexicon. The ingredients it refers to--unpredictability, uncertainty, complexity, and ambiguity--are words which have been variously used to spell out an environment which defies confident identification and confused executives. In the ‘VUCA’ world, it has been declared by both the pundits and executives that central activities to driving organizational performance--like strategic planning crucial --are viewed as mere exercises in futility. VUCA conditions render useless any efforts to plan results also to know the future.
Organizational functionality fast drops at risk, when leaders are left with little to do other than wring their hands. In this installment of Organizational Performance, we demonstrate that by overlooking significant differences in the conditions that complexity, uncertainty, volatility, and ambiguity describe, we have disempowered leaders. We show how leaders can recognize the differences among each of those challenging situations as a way to correctly allocate scarce resources to preserve and enhance organizational performance.
PUBLICATION DATE: May 15, 2014 PRODUCT #: BH603-HCB-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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