Professional Documents
Culture Documents
V U C A Prof Bharat Nadkarni
V U C A Prof Bharat Nadkarni
Volatility, Uncertainty,
Complexity and
Ambiguity
Survival Rate for Globalised Corporates
3. Technological change
5. Learning organisation
At some level, the capacity for VUCA management and
leadership hinges on enterprise value systems, assumptions
and natural goals. A "prepared and resolved" enterprise is
engaged with a strategic agenda that is aware of and
empowered by VUCA forces.
The capacity for VUCA leadership in strategic and operating
terms depends on a well-developed mind set for gauging the
technical, social, political, market and economic realities of
the environment in which people work. Working with deeper
smarts about the elements of VUCA may be a driver for
survival and sustainability in an otherwise complicated world.
Psychometrics which measure fluid intelligence by tracking
information processing when faced with unfamiliar, dynamic
and vague data can predict cognitive performance in VUCA
environments.
Themes
•Failure in itself is not a catastrophe, but failure to learn from
failure definitely is. It is not enough to train leaders in core
competencies, without identifying the key factors that inhibit
their use the resilience and adaptability that are vital in order
to distinguish potential leaders from mediocre managers.
Anticipating change as a result of VUCA is an outcome to a
resilient Leader. The capacity of individuals and
organizations to deal with VUCA can be measured with a
number of engagement themes:
•Knowledge Management and Sense-Making
•Planning and Readiness Considerations
•Process Management and Resource Systems
• Functional Responsiveness and Impact Models
• Recovery Systems and Forward Practices
• Systemic failures
• Behavioural failures
Organization Learning Knowledge Management
Competitive
Strategy
Organization
Characteristics: Organization
• Structure Learning
• Information Organizational
Process:
system • discovery Knowledge: Organizational
• HR practices • Tacit Performance
• invention
• Culture • Explicit
• innovation
• Leadership • suggestions
Fear of Failure
Allergy to Ambiguity
Touchiness
Conformity
Resource Myopia
Starved Sensibility
Rigidity
A ….. D ….. R ….. L …..I
•Approach or Planning
•Deployment or Implementation
•Result
•Learning
•Improvement
It is based on four key words:
1. Fundamental
Why do we do what we do? And Why do we do it the way
we do?
Why the old rules and assumptions exist?
2. Radical
Disregard all existing structures and procedures, and
inventing completely new ways of accomplishing work.
3. Dramatic
Not about making marginal improvements.
4. Processes
a. Dysfunctional b. Importance c. Feasibility
Systematic redesign of Processes
1. Eliminate
2. Simplify
3. Integrate
4. Automate
1. Eliminate
• Over production
• Waiting time
• Transport
• Processing
• Inventory
• Defects/ Failures
• Duplication
• Reformatting
• Inspection
• Reconciling
2. Simplify
•Forms
•Procedures
•Communication
•Technology
•Problem areas
•Flows
•Processes
3. Integrate
•Jobs
•Teams
•Customers
•Suppliers
4. Automate
•Dirty
•Difficult
•Dangerous
•Boring
•Data capture
•Data transfer
•Data analysis
Ten key cultural characteristics
• Individual initiative. The degree of responsibility,
freedom, and independence that individuals have.
• Risk tolerance. The degree to which employees are
encouraged to be aggressive, innovative, and risk-
seeking.
• Direction. The degree to which the organization creates
clear objectives and performance expectations.
• Integration. The degree to which units within the
organization are encouraged to operate in a co-ordinated
manner.
• Management support. The degree to which managers
provide clear communication, assistance, and support to
their subordinates.
6. Control. The number of rules and regulations, and the
amount of direct supervision that are used to oversee and
control employee behaviour.
7. Identity. The degree to which members identify with the
organization as a whole rather than with their particular
work group or field of professional expertise.
8. Reward system. The degree to which reward allocations
(i.e., salary increases, promotions) are based on employee
performance criteria in contrast to seniority, favoritism, and
so on.
9. Conflict tolerance. The degree to which employees are
encouraged to air conflicts and criticism openly.
10. Communication patterns. The degree to which
organizational communications are restricted to the formal
hierarchy of authority.