Vuca Quotes

In our UN-VICE world (UNknown, Volatile, Intersecting, Complex & Exponential), the lines between the present and future are becoming blurred, more liminal.

Ambiguity is not, today, a lack of data, but a deluge of data.

In COVID19 uncertain conditions and contexts it's vital for leaders to SWIFTLY build psychological capital and GO (Growth Optimised) Mindsets, into their people, in order to ENSURE thriving in these tough VUCA times.

Pass the Ball Enlightened leaders deliberately hand over responsibility in order to create engaged team-players able to adapt their approach to suit the conditions. ‘Command & Control’ in a VUCA world is unwieldy and increasingly uncompetitive.

The human side of analytics is the biggest challenge to implementing big data.

If you think you know-it-all about cybersecurity, this discipline was probably ill-explained to you.

So endgames are naturally messy. They may not be very dynamic, but when an active war is shutting down, there is still a lot of cleaning up to do. It may sound grim, but that's what it looks like. There are broken things everywhere, wounds and corpses, general messiness. Things collapsing due to zemblanity forces that have been set in motion but are too large to control.

VUCA organizations move quickly, and often must make decisions with incomplete information.

For an enterprise, the digital readiness in a volatile, uncertain, complex, and ambiguous (VUCA) business environment an accurate, reliable, and timely information flow along with the customer trust, play a fundamental role. Destructive and demoralising, the financial impact of experiencing a data breach continues to increase year over year for businesses. A very complex situation of a data breach / ransomware / malware attack (to name a few cyberthreats) leads to even more complex and challenging reputational damage, making, potentially, a cyber-attack costs ongoing for years. As threat actors are innovating, cybersecurity experts assert their own unique interpretation of trust. The Zero Trust approach therefore is a powerful and promising concept.

the recently minted military acronym VUCA (volatility, uncertainty, complexity, and ambiguity). They

Problem-prevention is critical for adapting to the “VUCA” characteristics of the digital new normal.

Mountaineering is, in this sense, what theorists call a VUCA environment: volatile, uncertain, complex and ambiguous.

It’s not getting any easier to win in the real world. The new normal is, to borrow a phrase from the US military, a VUCA environment: volatile, uncertain, complex, and ambiguous. Growth is slowing, and the pace of change is increasing.

Companies that do not anticipate the conditions of the VUCA world are on a direct path to losing their competitiveness.

Perhaps most stunning thing about the VW emissions debacle is that it's by no means a singular event. The same script – unreachable target goals, a command-and-control hierarchy that motivates by fear, and people afraid to lose their jobs if they fail – has been repeated again and again. In part that's because it's a script that was useful in the past, when goals were reachable, progress directly observable, and tasks largely individually executed. Under those conditions, people could be compelled to reach them simply by fear and intimidation. The problem is that, in today's volatile, uncertain, complex, and ambiguous (VUCA) world, this is no longer a script that's good for business. Rather than success, it's a playbook that invites avoidable, and often painfully public, failure.

When making decisions facing VUCA, it all comes down to applying the circle of prudence: explore the memory of your past experience, exercise judgement of the present situation, ask for advice (if applicable), make a decision and act

VUCA World—an environment of nonstop volatility, uncertainty, complexity, and ambiguity.

Either at individual or business level, we should follow “simplicity” principle to handle the over-complex digital reality with “VUCA” characteristics.

Leaders bring clarity and hope.” No easy task in the vortex of VUCA. Johansen contends that we have “to flip the VUCA forces to terms that create possibilities and redefine VUCA as: Vision; Understanding; Clarity; Agility.

Either at individual or business level, we should follow the “simplicity” principle to handle the over-complex digital reality with “VUCA” characteristics.

Volatile Uncertain Complex and Ambiguous (VUCA) environment. It’s a world defined by variability and constant change.

Ethical leadership and ethical decision making play a crucial role in VUCA (volatile, uncertain, complex, and ambiguous) operating environments where leaders may be faced with dilemmas in which following the rules rigidly does not always resolve the problem and may not even be the “right” thing to do.