Boundary uncertainty is the assessment of your business value chain and the five forces of your industry. If they are becoming vague and uncertain, due to the VUCA interactions, then boundary uncertainty is high, and we may have to use a different strategic planning tool to help us unveil the uncertainty.
In the VUCA environment, usually the boundary uncertainty is higher. Hence, we may like to explore using the complexity navigation process to help us negotiate adaptively along the bends in those uncertainties.
COVID-19, a coronavirus pandemic with the absence of precedence, has imposed critical changes to human behaviors such as the restriction of social congregation, resulting businesses to temporary shutdown and has upended most business models; concurrently, has rendered some unresponsive companies out-of-business. In such unprecedented situation, “business and society are two peas in a pod” and organizations should be moving towards a stakeholders-centered philosophy than a shareholders-oriented mindset, as the challenges or problems from this pandemic is systemic, interconnected and one of a complex nature. Additionally, COVID-19 has fundamentally impacted our society and healthcare system, and has accelerated the premature onset…
As the world becomes more VUCA, leaders are finding hard to transform and keeping their current business afloat concurrently. This article aims to explore ways to instill an ambidextrous culture within organizations and develop related leadership behaviors to ambidexterity.
Before we start to assess ourselves in terms…
It is important to recognize your operating context, especially in a VUCA environment, as many companies has spiraled down the unilluminated abyss of fallacy by either over-analyzing or overly dependent on weak heuristics in their decision-making when navigating their operating context.
Looking from a broader perspective, Snowden and Boone (2007) offer four different contexts relevant to an ordered and unordered domain to help us expand our views on problem definition. A relevant video is shared below for a comprehension of the different contexts before we dive into the VUCA-Organizational Decision-making Model.
Now, with a better understanding of the different…
Especially today, one of the biggest challenges leaders faced is the ability to understand their team members at a deeper level in order to lead them towards a common goal. This article targets to present another lens to help leaders better thrive in knowing those who matters.
Before we explore further the methods to active listening, I feel…
In an era of continuous change and uncertainty, stakeholders’ requirements become more complex. In order to meet those requirements, our team needs to be agile and adaptable as a whole and this is enabled by the leader taking a distributed leadership initiative.
Many organizations understand the need to be adaptable, especially with the recent encounter of a pandemic. The VUCA world can only be more VUCA moving forward. Lots of leaders lack the framework and/or culture to be adaptable. An adaptive leader must embrace these behaviors consequently.
Sharing a short video, from Brad Drogosh, on some key elements of the Adaptive Space.
Subsequently, learning from Arena (2018) on his…
Sometimes, procrastination and sluggish leadership are not due to the leaders’ attitude.
“Lack of knowledge… that is the problem” — W. Edwards Deming
A successful leader demonstrate these behaviors:
“The world works like a treadmill. If you stop walking, you’re walking backwards. Learn relentlessly.”
When you have a grand vision, that’s step 1. The next step is to inspire your people to march forward in achieving that vision.
“A true artist is not one who is inspired, but one who inspires others.” — Salvador Dali
Similarly, leadership is not about crafting the best vision, but enlisting others to achieve a shared one. The following behaviors help leaders today in inspiring their people to transform.
Times like today call for someone with grit to navigate the dense forest of complexity and construct a path novel enough to breakthrough.
“A river cuts through rock, not because of its power, but because of its persistence.” — Jim Watkins.
A leader with tenacity demonstrates the following behaviors.
So being stubborn…