Your SlideShare is downloading. ×
0
Managing with VUCA: Breaking the Corporate Addiction to Luck and Hope
Managing with VUCA: Breaking the Corporate Addiction to Luck and Hope
Managing with VUCA: Breaking the Corporate Addiction to Luck and Hope
Managing with VUCA: Breaking the Corporate Addiction to Luck and Hope
Managing with VUCA: Breaking the Corporate Addiction to Luck and Hope
Managing with VUCA: Breaking the Corporate Addiction to Luck and Hope
Managing with VUCA: Breaking the Corporate Addiction to Luck and Hope
Managing with VUCA: Breaking the Corporate Addiction to Luck and Hope
Managing with VUCA: Breaking the Corporate Addiction to Luck and Hope
Managing with VUCA: Breaking the Corporate Addiction to Luck and Hope
Managing with VUCA: Breaking the Corporate Addiction to Luck and Hope
Managing with VUCA: Breaking the Corporate Addiction to Luck and Hope
Managing with VUCA: Breaking the Corporate Addiction to Luck and Hope
Managing with VUCA: Breaking the Corporate Addiction to Luck and Hope
Managing with VUCA: Breaking the Corporate Addiction to Luck and Hope
Managing with VUCA: Breaking the Corporate Addiction to Luck and Hope
Managing with VUCA: Breaking the Corporate Addiction to Luck and Hope
Managing with VUCA: Breaking the Corporate Addiction to Luck and Hope
Managing with VUCA: Breaking the Corporate Addiction to Luck and Hope
Managing with VUCA: Breaking the Corporate Addiction to Luck and Hope
Managing with VUCA: Breaking the Corporate Addiction to Luck and Hope
Managing with VUCA: Breaking the Corporate Addiction to Luck and Hope
Managing with VUCA: Breaking the Corporate Addiction to Luck and Hope
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Managing with VUCA: Breaking the Corporate Addiction to Luck and Hope

1,865

Published on

The value from traditional principles related to analyzing market or social environments is becoming extremely limited. Current and emerging issues facing the world today are more complex and dynamic …

The value from traditional principles related to analyzing market or social environments is becoming extremely limited. Current and emerging issues facing the world today are more complex and dynamic in nature than in decades and generations past. Traditional, simple, and historic demographic based data isn't sophisticated enough to properly quantify the characteristics of these more complex and dynamic market and social environments.

An evolved set of skills, tools and processes are required to develop successful corporate strategies and thrive in the "Social Economy". In the Social Economy, principles that drove business strategy now expose companies to a tremendous amount of risk due to what is known as the VUCA context. Successfully navigating VUCA with Traditional Strategies requires a significant amount of Hope and Luck. Evolved leaders and strategies engage in activities that on the surface counter the intuition of Traditional Strategists, but ultimately drive out an organization's reliance on Hope and Luck to survive.

Published in: Business
0 Comments
3 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
1,865
On Slideshare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
59
Comments
0
Likes
3
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  1. Managing With VUCA:Breaking The CorporateAddiction To Luck & HopeEVOLVED MA NAG E ME NT PR ACT ICES TO T HR IVE INCO NT E MP OR A RY B USINE SS E NVI R O NMENTS
  2. Agenda• VUCA – The times, they are a changin’• The tools and skills that pay the bills• White Light• Fortes Fortuna Adiuvat
  3. It’s not your “Daddy’s corporate environment” anymore
  4. Rules of “Daddy’s corporate environment”Grow shareholder value through autonomous,rigid and industrialized corporate structure.Success is obtained by avoiding complexity andfocusing on repeatable events.Long term, strategic thinking distracts from shortterm success.Great leadership avoids non-linear,interdisciplinary approaches to obstacles.With size comes power and control – “we’re toobig to fail.”
  5. Has the business environment really changed? Industrial Era Digital Era Social Era 800 lb Gorillas Rule 800 lb Gorillas Endangered ?? Business Environment Characteristics Low level of “inter-connected” industry and Accelerating level of “inter-connected” High level of “inter-connected” industry and societies industry and societies societies High level of control over your environment Moderate level of control over your Minimum level of control over your environment environment Slowly Evolving Future – High predictability Moderately Evolving Future – Reasonable Rapidly Evolving Future – Minimum predictability predictability
  6. Yes, it fundamentally has! Industrial Era Digital Era Social Era 800 lb Gorillas Rule 800 lb Gorillas Endangered ?? TRADITIONAL STRATEGY MODERN STRATEGY SOCIAL STRATEGY • Self-Centered strategy matters most • Pretty much the same thing…..with a few modifications •Network based strategy matters most • Size equates to control • Outsource to lowest operational cost • Network interaction equates to understanding • Stability is the goal for growth • Expand market channels to include website • Agility is the key to growth • Sustainable market dominance is possible • 5 step sales cycle….ask a few questions • Sustainable market loyalty is possible • Centralized control of everything • Create a workflow or value chain model • Collaborative and integrated engagement of everything Institutional value and power Collaborative innovation is is primary objective primary objective
  7. Can you feel it……………..? Things change and happen so fast…..Seemingly with no warning….
  8. VUCA - Reality of contemporary business environments •V olatile •U ncertain •C omplex •A mbiguous
  9. What does VUCA have to do with it?I T ’ S NOT J UST A B U Z Z WO R D – O R A “ NE W AG E ” F E E L I NG A rapidly evolving, dynamic, chaotic, complex business environment is the norm rather than the exception.
  10. It is an evolution of our own making Our technological and economic systems have also become dependent on networks of enormous complexity. This has made their behavior increasingly difficult to reason about, and increasingly risky to tinker with. It has made them susceptible to disruptions that spread through the underlying network structures, sometimes turning localized breakdowns into cascading failures or financial crises. Networks, Crowds, and Markets: Reasoning about a Highly Connected World. Pg 1– David Easley and Jon Kleinberg. Cambridge University Press 2010
  11. A rapidly evolving,dynamic, chaotic, complexbusiness environment isthe norm rather than theexception. THAT’S NOT THE PROBLEM THAT’S THE PROBLEM The fundamentals of business leadership and corporate strategy haven’t evolved at the same pace – creating a gap between social behavior and business practices.
  12. This gap is filled by HOPE and LUCK Social Era Digital EraIndustrial Era
  13. Evolve or become endangered….. MEASURE MONITOR Manage MANAGE Social Era Measure Monitor Digital Era Industrial Era
  14. To drive out reliance on HOPE and LUCK you need managementskills of pattern recognition, sense making and collaborativecontinuous improvement. MEASURE MANAGE MONITOR Measure Manage Monitor Social Era Digital Era Industrial Era
  15. Fusion of evolved skills, tools and processes Pattern Recognition SKILLS Futuristic Ideation Environmental Scanning Network Weaving FORESIGHT Game Modeling Clear Strategic Goal Big Data AnalyticsPROCESSES THE EVOLVED LEADER TOOLS Organization Behavioral Management Computational Modeling Collaborative Network Structure THE EVOLVED ORGANIZATION Market Behavior Modeling Engagement With Complexity Chaos & Complex Theory Models Multi-Strategy-Strategy Open Innovation PlatformsACTION INSIGHT
  16. “He may be mad, but there’s method in his madness. There nearly always is method in madness. It’s what drives men mad, being methodical.” - G.K. ChestertonOrganizational InventorySet of analytical metrics designed to establish twoprimary points:• Serve as indicators for organization’s strategic and Scope and Requirements for Continual Feedback andtactical alignment and balance with the market’sbehavioral patterns Evolution Recalibration•Performance baseline to measure and correlate Balanced by economic and organizational Continual assessment to increasestrategies to improvements realities: confidence levels: • Phased or modular program that • Continual Improvement Programs transitions to Social Era applicable to transition from reactive toMarket Behavioral Inventory management tools and processes proactive organizationsSet of analytical metrics designed to establish two • Deploys monitoring processes and • Increase confidence levels inprimary points: analytics to drive the creation of a monitoring and sensing skills, tools situational awareness picture and processes• Behavioral Modeling and Mapping of profiles andstakeholder ecosystem within marketplace• Establish behavioral driven guidance program tocalibrate strategic initiatives
  17. Is that the end ofthe tunnel, or anoncoming train?AT THIS MOMENT OF TRUTH, JUSTHOW MUCH HOPE AND LUCK ISINVOLVED WITH YOURSTRATEGY? Leadership is about putting the organization or team in the best position to be successful. ARE YOU ON THE RIGHT TRACK?
  18. “You’ve got to think about big things while you’re doingsmall things, so that all of the small things go in the rightdirection.”“The illiterate of the 21st century will not be those whocannot read and write, but those who cannot learn,unlearn, and relearn.” - Alvin Toffler
  19. Fortes Fortuna AdiuvatFORTUNE FAVORS THE BOLDHope is a wonderful human elementand luck is a great thing to have.You just don’t want to have them asa key component of your strategy.
  20. Change is never a simple and easy thing to do. Change though is constant in life, and things have fundamentally changed.
  21. Complexity is traditionallyan uncomfortable thing toabsorb. Simplicity though, lies just on the other side of complexity.
  22. AcknowledgmentsTHERE IS HELP OUT THERE. WE’RE HERE FORYOU. WE CAN HELP YOU BREAK THEADDICTION. Harvard Business Review – Blog Network: Nilofer Merchant http://blogs.hbr.org/cs/2012/02/rules_for_the_social_era.html http://blogs.hbr.org/cs/2012/09/traditional_strategy_is_dead_w.html DUKE – The Fuqua School of Business: http://www.fuqua.duke.edu/programs/other_programs/executive_education/advanced_management/vuca_video Dept. of Computer Sciences, Cornell University: David Easley and Jon Kleinberg – Networks, Crowds, and Markets: Reasoning About a Highly Connected World http://www.cs.cornell.edu/home/kleinber/networks -book/ K. H-S Google Imagery Audio: http://trainweb.org/mdamtrak199/trainsounds.html
  23. About Business Strategist and Solution Engineer with a background in Communications Studies: Issue Management & Behavioral Studies. 15+ years experience in developing and deploying the principles presented. Always open to connecting and collaborating with those “in the know” on building a smarter planet.Why I believe the value from traditional principles related to analyzing market or social environments is becoming extremely limited. Current and emerging issues facing the world today are more complex and dynamic in nature than in decades past. Traditional, simple, and historic demographic based data isnt sophisticated enough to properly quantify the characteristics of these more complex and dynamic market and social environments. This results in failed or stalled attempts to introduce needed innovations into the marketplace which in turn is often mistakenly characterized as ineffective. However, the innovation isnt necessarily ineffective, rather the business strategies and tactics deployed to deliver the innovation to the marketplace may be fundamentally flawed. An increased level of complexity requires a similar increase in sophistication to measure, monitor and manage. www.linkedin.com/in/dsypnieski/Contact www.davidsypnieski.com/blog/ www.davidsypnieski.com www.slideshare.net/davidsyp www.ted.com/profiles/1689287

×