Attending a conference on behalf of iNTG in St Petersburg, Russia
First ‘gig’ since signing up to be Associate at The Judge Business School, University of Cambridge where I will be delivering new initiatives around Creative engagement particularly focusing on how creativity can play an increasingly important role in the dynamics of Executive Education delivery.
The two-day conference is on Organisational Development for large Russian and International Companies in St Petersburg project is ran by HR Club:
The two days are challenging – working on the themes of VUCA
Originally designed for Military use in assessing challenging scenarios this has ben re-applied to a Business development context
VUCA stands for VOLATILITY, UNCERTAINTY, COMPLEXITY, AMBIGUITY
I develop and present a programme around these themes – and a way for businesses to approach these challenges.
Working with three Russian actors from local IMPROV group is fun and challenging:
So – back ground to VUCA:
Volatility—The nature, speed, volume, magnitude, and dynamics of change
Uncertainty—The lack of predictability of issues and events
Complexity—The confounding of issues and the chaos that surrounds any organization
Ambiguity—The haziness of reality and the mixed meanings of conditions!
The capacity for VUCA leadership in strategic and operating terms depends on a well-developed mindset for gauging the technical, social, political, market and economic realities of the environment in which people work
Planning and Readiness Considerations
Process Management and Resource Systems
For Volatile Situations…
- Communicate clearly
- Ensure your intent is understood
For Uncertain Situations…
- Get a fresh perspective
- Be flexible
For Complex Situations…
- Develop collaborative leaders
- Stop seeking permanent solutions
For Ambiguous Situations…
- Listen well
- Think divergently
- Set up incremental dividends
And my thoughts and context
“if you’re not living on the edge you are taking up too much room”
A VUCA world is a complex world. How do we cope with such a world, saturated with corporate visions, missions and strategies, pushing us into one-direction with inflexible slow response thinking?
We have to strive for clear simple, fast and flexible decision making. We have to empower employees to take ownership for this decision-making. This includes encouraging creativity and imagination.
If we don’t develop imagination how can we expect people to think?
In any complex world we have to unlock innate creativity as a way of questioning the world and being part of the story but not being at the mercy of micro- or macro- economic or social events. We have to encourage corporate strategic thinking of course, but also flexibility, fast thinking and individualism.
We need to encourage a “Heads-up, Hearts in Culture” where employees are individuals with a creative mind-set yet still involved in ‘the team’ and understand how they can positively influence it.
To survive in VUCA world we need to focus on creative and imaginative dynamics, understand the nature of decision making and how to devolve decision making to the grass roots encouraging, positive, creative communication within organisations.
Ultimately VUCA survival is about how people can work together towards a common goal and strategy whilst retaining individual identity and influence.
Make clear decisions quickly… be ready, be responsive, be real!
Through exercises, scenarios and videos – including my old favourite the Orchestra and IMPROV.
We bring it all to life and really seen how improved performance can effect change…