What are the challenges of building a performing team under VUCA conditions? What can leaders do to bind their teams together and navigate them through the choppy waters to achieve the team goals successfully?
Concepts precede practice” is an oft-used quote in the fields of science and management.
The first known use of the word ‘VUCA’ was made some where in the 1950s by the Army War College in USA, during the post-Cold War period, and the word “Artificial Intelligence” was first recorded in 1956 when a group of academic researchers were working on the ideas of Native Intelligence and artificial systems. James Champy and Michael Hammer, in their book titled “Reengineering the Corporation” called for massive process reengineering of all aspects of business. However, today, many years after the emergence of these ideas, we are witnessing the changes predicted by these concepts, for which we were and still are, at best, half-prepared. Even if we assume that we were prepared for changes, none could have predicted the rapidity of the disruptive changes that we are grappling with today. That’s the impact of the VUCA elements.
Technological breakthroughs, globalization, and innovative business models have altered the shape of many organized activities and compelling all to scale up to survive or vanish.
Corporations of all sizes are going through a virtual “blitzkrieg” and their survival rests on their ability to adapt, change, and again change in line with the changing external environment. Among the many things, the maximum impact of the VUCA blitzkrieg has been on the human resources function, which is both an object and subject of change.
Impact on Work Design principles
This story is from the People Matters - July 2018 edition of People Matters.
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This story is from the People Matters - July 2018 edition of People Matters.
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