I came across the VUCA acronym for the first time by accident.Another acronym appeared in some book on SEALS operations - FUBAR.As I dug deeper, I found that there were often statements about how to deal with situations of high volatility, uncertainty, complexity, and ambiguity.Several times the topic of VUCA management appeared at conferences related to IT management.During my studies in management at the Warsaw School of Economics, I listened diligently when more experienced managers exchanged experiences during breaks between classes.
What is VUCA?
This is the way to deal with unpredictable circumstances, when setting a long-term strategy does not work. The environment in which we operate is changing so much that we are unable to deliver the goals we have set for ourselves and we still have to change them. In order to survive (to put it simply), organizations should transform themselves in such a way as to set tactical goals that are easy to implement and check, the feedback loop should be as short as possible and observation and revision of assumptions made after each iteration.
For people who are familiar with agile approaches, some similarities will immediately come to mind.Planning then follows slightly different rules.
In my work, I met with organizations that set goals (OKR) on the basis of a previously prepared balanced scorecard. I also met with such organizations that marked them in a different way. One thing is certain, for two years we have had the perfect opportunity to test VUCA on our own skin.
I will now quote from my new purchase - the book by Tomasz Krzemiński - Use the power of design thinking!Prepare your team to achieve goals in the VUCA environment
Functioning in the VUCA environment requires a significant simplification of the methods of planning and implementing the strategy in such a way that not only senior managers, but also teams responsible for creating value and delivering it to clients depend on it.It is thanks to participation and commitment that leaders gain both a good focus on the implementation of common goals and the expected level of autonomy of teams.
I recommend this book to everyone. Especially those who are struggling with the challenges of both setting and achieving goals during this turbulent period.
At the same time, I would like to know how you operate in your organizations.
Do you use the VUCA style or have you had the opportunity to introduce it?
Please let me know in the comments.
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