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Leadership Challenges
VUCA: Benefits of Learning Agility
The evolutionary example of SpaceX clearly states the
need of the present uncertain world. Leaders don’t need
to work towards making detailed plans but testing
various hypotheses about emerging technologies and
quickly recognizing ways to get things accomplished.
However, the higher leaders go—the more volatile
uncertain, complex and ambiguous the job becomes and
it challenges them to create their own way.
Dr. W. Burke, Thorndike Professor of Psychology at
Teachers College, Columbia University, has been able to
measure learning agility based on 4 years of initial
research. He determined that people who are more
learning agile demonstrate that agility in 9 different
ways—Flexibility, Speed, Experimenting, Performance
Risk Taking, Interpersonal Risk Taking, Collaborating,
Information Gathering, Feedback Seeking, and
Reflecting. According to the test consisting 38 questions,
the research finds the learning agility in a leader. A leader
with higher learning agility tends to have a successful
future.
This is because agility comes from the
motivation to think out of the box, try
new things and learn with them.
Additionally, probing deeply into
views and asking counter
questions on them can clear
the clouds in a strategy and
helps to focus on consistent
application of effective
decision making.
VUCA: Disruptive
strategies—Matching the change
Old and successful companies had a humble
beginning. However, they matched with the
changing wave. The wave that demands
more—different and useful or simple, reliable, and
productive—anything, which very few can predict,
very few can dream of—but one can strive towards
Volatility
Uncertainty
Complexity
Ambiguity
becoming those very few people with disruptive
strategies.
Initially, walked as an online bookseller to a flying
retailer of nearly every product, Amazon has recently
achieved a trillion dollar valuation with its disruptive
strategies.
Similarly, the leading payment service provider,
MasterCard jumped to a different path than its rivals. It
approached remote countries which were ignored by
other payment giants. MasterCard found out the need for
mobile payment options and excelled in that arena with
solutions, bringing easy-to-use mobile payment features.
VUCA: the Breakthrough innovation approach
In the case of startups, most of them are born out of an
idea which identifies a need that other, more established
organizations have ignored. But to consume work ahead
with the VUCA change, startup leaders must produce
game-changing, innovative products and services that
can fundamentally change the way people live or
work. This is helpful in making a distinct and
unique business that can beat its
competition with its end products.
In conclusion, VUCA environment
calls for different kinds of
leaders who are highly
focused on existing
solutions or the ones with
the ability to turn vision
into reality, catching the fast
pace tech realm. One can say
VUCA typically require a fusion
form of leaders and machines who can
work continually, creating innovative
offerings and streamline business process to
keep running with the change. Similarly, to
fortify the efforts, a brief understanding of VUCA
can always give a reminder of the external
environment to change the game with groundbreaking
products, strategies, models, and self-built
capabilities.
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