There are rising challenges from increased volatility, uncertainty, complexity and ambiguity (VUCA) in many industries according to the document. Leadership needs to evolve and be practiced in new ways such as collaboratively and sustainably. Developing strategies to address volatility is an adaptive challenge where answers are not clear cut, and selecting quick solutions risks missing other good ideas. The document recommends periodically stepping back to view situations from different perspectives, making strategy an emergent process that experiments and focuses on gaining traction, understanding the intersection of passion, strengths and economic drivers, and recognizing that collective intelligence holds solutions. Change involves altering routines to maintain stability, and is linked to learning. Past structures may not suit future challenges.

1. Being a strategic and change leader
VUCA
There is a rising tide of volatility, uncertainty, complexity and ambiguity (VUCA)1 in many
industries and business activities. The added challenges for us include an international
dimension and the pace of change.
LEADERSHIP
Leadership is evolving and needs careful consideration. Sinclair's (2007, pxv)2 observation
captures this perfectly; ‘people struggling to find ways to do the work of leadership differently:
more mindful, more collaboratively, taking others with them in personally sustainable and
satisfying ways’.
CHALLENGES
I have found that developing and executing strategies to address volatility to be an adaptive
challenge; one where there are many questions and answers can be elusive. Heifetz (2009,
p7)3 has guided my thinking; 'people feel pressure to solve problems quickly, to move to
action'. In selecting a quick answer we risk forever discarding other excellent ideas. To
address this, Heifetz and Linsky (2009, p49)4 suggest periodically getting up ‘on the balcony’
i.e. time up above the action for a much improved perspective and ability to assess the
situation.
STRATEGY
Hamel and his Renegade Brigade's (2009)5 comments are helpful: ‘Reinvent strategy making
it an emergent process’ and use "models based on the biological principles of variety
(generate lots of options), selection (use low-cost experiments to rapidly test critical
assumptions) and retention (pour resources into the strategies that are gaining the most
traction in the marketplace).’
Commitment to following Collins', Good To Great (2001, p12)6 suggestions can be valuable: A
deep understanding about the intersection of 'what you are deeply passionate about', 'what
can you be the best in the world at' and 'what drives your economic engine'.
Heifetz and Laurie (2001, p124)7 point out quite rightly that solutions lie 'in the collective
intelligence'.
CHANGE
Nilakant & Ramnarayan's (2006, p29)8 tell me that change can be facilitated through learning
and that ‘change involves changing routines in an organisation that maintain stability’.
Change and learning, they explain, are synonymous. This understanding is hugely valuable.
We can learn from Weick's (2007, p6)9 advice in relation to ‘Learning to drop one’s tools to
gain lightness, agility and wisdom': The structures and solutions to process and adaptive
challenges of the past are not necessarily those of the future. This is exciting.

2. References
1. VUCA: Volatility, Uncertain, Complex and Ambiguous. The acronym VUCA originated in the
US military (Whiteman, 1998)
2. Sinclair, A. (2007): Leadership for the Disillusioned, Allen & Unwin
3. Heifetz, R. et al. (2009): The Practice of Adaptive Leadership - Tools and Tactics for
Changing Your Organisation and the World , Harvard Business Review Press
4. Heifetz, R., Grashow, A. and Linsky, M. (2009): The Practice of Adaptive Leadership,
Harvard Business Review Press
5. Hamel, G. (2009): Moonshots For Management, Harvard Business Review, February
6. Collins, J. (2001): Good To Great, Random House
7. Heifetz, R. and Laurie, D (2001) The Work of Leadership, Harvard Business Review
8. Nilakant, V. and Ramnarayan, S. (2006): Change Management: Altering mindsets in a
global context, Sage Publications
9. Weick, K. (2007): Drop Your Tools: On Reconfiguring Management Education, SAGE
Publications