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