UVCA in L& SCM Scenario
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This document discusses navigating times of volatility, uncertainty, complexity, and ambiguity (VUCA). It defines each element - volatility refers to rapid change that is unpredictable, uncertainty means unclear present and future outcomes, complexity involves numerous interconnected factors, and ambiguity is a lack of understanding of events. The leadership challenges of each element are described - it is difficult to effectively lead during periods of rapid change, insufficient information, complex problems, and unclear meanings. The document asks if these concepts resonate and how organizations are faring in VUCA times, requesting examples of best practices.
UVCA in L& SCM Scenario
- 1. UVCA in L&SCM Scenario Dr. V. G. Dhanakumar, Director Indian Institute of Plantation Management, Bangalore (An Autonomous Organization of the Ministry of Commerce & Industry, GOI)
- 2. Navigation Skills for Thriving “UVCA” Times • UVCA (Zulu Language): “to wake up” • Practice crucial for these times and essential for learning, wisdom, compassion, and creative adaptation • Respond in “Adaptive” than “Mal-adaptive”
- 3. VUCA WORLD • Does any of this resonate with you or ABPM? • How is your organisation fairing in a VUCA world? • Do you have any examples of best practice in this context?
- 9. • Nature and dynamics of change, dramatically escalating rate and speed of change and associated risks of instability and flux. • Rate of change is fast and does not fall in a predictable trend or repeatable pattern. Leadership challenge: • Pace of change more rapid than our ability to respond; • Requires accelerated decision making; • Leaders left feeling overwhelmed, stressed, anxious and unprepared to lead effectively. Volatility
- 11. Unclear about the present situation and future outcomes, major “disruptive” changes occur frequently. Leadership challenge: • Difficult to get to grips with what’s actually happening; • Leaders: Act on insufficient and incomplete Information • Leaders: Rely on what seems to have worked in the past. Uncertainty
- 13. Large number of key decision factors and numerous difficult-to-understand causes and mitigating factors involved in a problem. Leadership challenge: • Difficult to know where to drive change and to address the web of interrelated issues and concerns; • Leaders lack the time to reflect and think through the complexities and end up acting too quickly; • Leaders can be in danger of getting stuck in analysis paralysis and acting too late Complexity
- 15. • Lack of clarity about the meaning of an event. The causes and the “who, what, where, when, how, and why” behind the things that are happening are unclear and hard to ascertain. Leadership challenge: • Leaders are too far removed from the source and context of events; • Leaders act based on a limited understanding of events and their meaning; • Failure to understand the significance of events lead to responding in inappropriate and ineffective ways. Ambiguity