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![Leadership Competencies
for a
VUCA World
Tathagat Varma
VP, Strategic Process Innovations
[24]7 Innovation Labs](https://image.slidesharecdn.com/tv-vuca-131025104529-phpapp02/85/Leadership-Competencies-for-VUCA-World-1-320.jpg)
Uploaded byDr. Tathagat Varma
Leadership Competencies for VUCA World
The document discusses leadership challenges in a VUCA (Volatile, Uncertain, Complex, Ambiguous) world. It outlines how volatility, uncertainty, complexity, and ambiguity impact organizations and require new leadership skills. These include translating data into information, clear communication, flexibility, collaboration, diversity, vision, direction, and comfort with ambiguity. Successful leadership in a VUCA world demands qualities like clarity, learning agility, rapid prototyping, and creating shared understanding.
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Leadership Competencies for VUCA World
- 1. Leadership Competencies for a VUCAWorld Tathagat Varma VP, Strategic Process Innovations [24]7 Innovation Labs
- 2. Do you wantto be in movies? Good! Let’s go…
- 3. How about? OK, howabout all four?
- 4. Volatility The nature anddynamics of change, and the nature and speed of change forces and change catalysts.
- 5. Volatility – LeadershipChallenges The pace of change is faster and more rapid than our ability to respond The increased pace of change requires accelerated decision making Change are large scale and occur suddenly and usually require an urgent response. Leaders are left feel overwhelmed, stress, anxious and unprepared to lead effectively The challenge for leaders is to learn to respond and manage change more effectively. To shift from reacting to change and move towards a more proactive response to change Command and control structures fail in fast changing and disruptive environments. hp://www.georgeambler.com/vuca-‐leading-‐in-‐turbulent-‐8mes/
- 6. Uncertainty The lack of predictability,the prospects for surprise, and the sense of awareness and understanding of issues and events.
- 7. Uncertainty – LeadershipChallenges It’s difficult to get a handle on what’s actually happening Leaders are required to act on incomplete or insufficient information Leaders are are more likely to rely on what seemed to have worked in the past Too much information noise, not enough signal Difficulty in “connecting the dots” to understand the outcomes of an event hp://www.georgeambler.com/vuca-‐leading-‐in-‐turbulent-‐8mes/
- 8. Complexity The multiplex offorces, the confounding of issues and the chaos and confusion that surround an organization.
- 9. Complexity – LeadershipChallenges Difficulty in acting and drive the change required to address the web of interrelated issues and concerns Increased complexity makes it difficult to know where to start to drive change Temptation to act on and implement short-term solutions and over rely on quick wins Leaders lack the time to reflect and think through the complexities and end up acting too quickly Mitigating actions do not address the root cause only the symptoms The danger of getting stuck in analysis paralysis and end up acting too late hp://www.georgeambler.com/vuca-‐leading-‐in-‐turbulent-‐8mes/
- 10. Ambiguity The haziness ofreality, the potential for misreads, and the mixed meanings of conditions; cause-and-effect confusion.
- 11. Ambiguity – LeadershipChallenges Failure to understand the significance of an event High risk of miss-interpreting events and responding inappropriately of in ineffective ways Leaders are too far removed from the source and context of the events Leaders act based on a limited understanding of events and their meaning hp://www.georgeambler.com/vuca-‐leading-‐in-‐turbulent-‐8mes/
- 12. So, what’s thisVUCA thingy? • US Military started using this term in late 90s for the post-Cold War world • “relates to how people view the conditions under which they make decisions, plan forward, manage risks, foster change and solve problems.” • Reflects a fast-paced, increasingly unstable and rapidly changing world • …The New Normal!
- 13. How does itimpact? Vola8lity Causes fear, risk-‐aversion and ‘back-‐to-‐ basics’ reac8ons Uncertainty Complexity Causes paralysis through a tendency to invest excessive – and fu8le – efforts on data analysis hp://www.zeislerassociates.com/VUCA.html Causes a desire to look for scapegoats or black and white solu8ons that are usually erroneous Ambiguity Induces doubt, distrust and hesitancy, and impedes decision-‐ making and change
- 14. The antidote –VUCA Prime Leaders Make The Future – Bob Johansen
- 15. Leadership Lessons fromUS Military Vola8lity • Translate data into informa8on • Communicate early • Ensure your intent is understood Uncertainty • Get a fresh perspec8ve • Be flexible • Glance back, look ahead hp://hbr.org/special-‐collec8ons/spotlights/2010/november Complexity • Develop collabora8ve leaders • Stop seeking permanent solu8ons • Train tomorrow’s heroes now Ambiguity • Listen well • Think Divergently • Setup incremental dividends
- 16. Success factors fromIndustry Capitalize on complexity An8cipate risks but don’t invest too much 8me in long-‐ term strategic plans Think big picture Be curious Encourage networks rather than hierarchies Leverage Diversity Employee engagement Retain a clear vision Provide clear direc8on and consistent messaging Get used to being uncomfortable! hp://www.impac8nterna8onal.com/blog/2012/01/leadership-‐vuca-‐world
- 17. “…Having spent forty yearsforecasting, I believe that the future world will be more volatile, more uncertain, more complex, and more ambiguous, or so it will seem if you are in a seat of leadership.”
- 18. Ten Leadership Skills Maker Ins8nct Construc8ve Depolarizing Clarity Quiet Transparency Dilemma Flipping Rapid Prototyping Immersive Learning Ability Smart mob organizing Bio-‐empathy Commons Crea8ng
- 19. Recap The new normal… and only gets beer! Needs different set of leadership skills Key is to have Vision, Understanding, Clarity and Agility Pic: hp://managementhelp.org/blogs/leadership/2011/02/23/using-‐vuca-‐%E2%88%9E-‐vuca-‐prime/
- 20. References • • • • • • • • • • VUCA - http://en.wikipedia.org/wiki/Volatility,_uncertainty,_complexity_and_ambiguity Understandingthe VUCA World with Bob Johansen and David Small http://www.youtube.com/watch?v=KJqCPFzq6kU Living in a VUCA World - http://www.youtube.com/watch?v=bg6x7JeNNsU Living in the VUCA World with Prof. Paul Kinsinger - http://vimeo.com/64649575 Leadership in a VUCA World with Marish Manwani http://www.youtube.com/watch?v=YA02Jvpo8LQ and http://www.hul.co.in/Images/Harish-AGM-Speech-2013-Leadership-in-a-VUCAWorld_tcm114-365167.pdf Leading change in the VUCA world - http://prezi.com/1s2xds8yngir/vuca-prime/ Leading in a VUCA Environment - http://blogs.hbr.org/2010/11/leading-in-a-vuca-environment/, http://blogs.hbr.org/2010/11/leading-in-a-vuca-environment-1/, http://blogs.hbr.org/2010/12/leading-effectively-in-a-vuca/, http://blogs.hbr.org/2011/01/leading-effectively-in-a-vuca-1/ Developing Leaders in a VUC Environment http://www.kenan-flagler.unc.edu/~/media/Files/documents/executive-development/developingleaders-in-a-vuca-environment.pdf http://blog.jerasustainabledevelopment.com/2012/09/05/downside-up---managing-risks-part-1.aspx Winning a SuperVUCA World - http://www.saatchikevin.com/Winning_in_a_SuperVUCA_World/