Survivor Mode--it's a V.U.C.A. world!

 I have definitely learned that indeed it is a VUCA world. Quick knowledge transfer from Wikipedia:

"VUCA is an acronym used to describe or reflect on the volatility, uncertainty, complexity and ambiguity of general conditions and situations. The common usage of the term VUCA began in the late 1990s and derives from military vocabulary[1] and has been subsequently used in emerging ideas in strategic leadership that apply in a wide range of organizations, including everything from for-profit corporations[2] to education.[3] The deeper meaning of each element of VUCA serves to enhance the strategic significance of VUCA foresight and insight as well as the behavior of groups and individuals in organizations.[4]

V = Volatility. The nature and dynamics of change, and the nature and speed
of change forces and change catalysts.

U = Uncertainty. The lack of predictability, the
prospects for surprise, and the sense of
awareness and understanding of issues and events.

C = Complexity. The multiplex of forces, the
confounding of issues and the chaos and confusion that surround an organization.

A = Ambiguity. The haziness of reality, the potential for misreads, and the
mixed meanings of conditions; cause-and-effect confusion. "

• Simple four minute slideshow by Denise Caron can get you up to speed on VUCA concept: http://www.slideboom.com/presentations/72008/It
  
  

The old model of strategic planning which might take a year or two devise and begin to implement just doesn't work any more--the VUCA world changes too quickly for this. The step by step achievement of goals is much less likely to succeed. WWII's goal of getting to Berlin and getting Hitler by first landing at Normandy, working through France and then on to Berlin may not work any more--we sought to capture Osama Bin-Laden, but terrorism continues, the Taliban, cyber terrorists? Big city newspapers had strategic plans in place...what good would that plan from five years ago do today? The faded painted ad on the building at E. 72nd and St. Clair promoting Ohio Carbon Paper and Typewriter Ribbons company reminds me each day that staying the same is a sure sign of failure!

What does remain the same in a VUCA world is something the War College (that's where this comes from) calls the "Commander's Intent" or strategic vision. This is defined on the website globalsecurity.org this way:

"The commander's intent describes the desired end state. It is a concise expression of the purpose of the operation and must be understood two echelons below the issuing commander. . . It is the single unifying focus for all subordinate elements. It is not a summary of the concept of the operation. Its purpose is to focus subordinates on the desired end state. Its utility is to focus subordinates on what has to be accomplished in order to achieve success, even when the plan and concept of operations no longer apply, and to discipline their efforts toward that end."

To put it another way, it is not about stategies to reach a goal nor operational plans, but rather it is about a clear outcome--it is up to the subordinates to figure out how to get there. In my life time Kennedy's simple statement exemplified this: "I believe that this nation should commit itself to achieving a goal, before this decade is out, of landing a man on the moon and returning him safely to earth." I am sure the NASA scientists listening cringed, for they knew the difficulties and even in their minds, the impossibilities of such an ambitious goal and timeline. The commander had a vision and clearly articulated it with a timeline! The speech was given in September of 1962. In July of 1969, Neil Armstrong walked on the moon and came back to tell us about it. They met the goal with months to spare!

What would that desired state be for your organization?

So in this VUCA world, we can redefine VUCA this way (thanks to Denise Caron):

Vision: Have a clear intent, a clear direction for your actions. Vision seeks to create a future.

Understanding: In the face of uncertainty, listening and understanding can help leaders discover new ways of thinking and action. Listening leads to understanding which is basis of trust.

Clarity: The VUCA world rewards clarity because people are so confused that they grasp at anything that helps them make sense out of the chaos.

Agility: The VUCA world rewards networks because they are agile, while it punishes the rigidity and brittleness of hierarchies.

It is up to us to create learners for the VUCA world. "The illiterates of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn." (Alvin Toffler)

It is good to be back writing. Please comment and join in the conversation!