Leadership Challenges of a VUCA World هذه الدورة تدرس باللغة الإنجليزية

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Leadership Challenges of a VUCA World

"It is evident that conventional leadership development practices are no longer adequate. Organisations globally need to incorporate the next generation leadership competencies including cognitive readiness in order to address the development needs of their rising leaders. This expanded group of upcoming leaders need to have a broader skillset, one that equips them to think and act globally in a VUCA business environment. They must do so while embracing cross-cultural diversity and cultivating collaborative relationships within and outside their walls. These are the hallmarks of the mindset needed to develop effective global leaders in today's highly disruptive VUCA world."

 - Prof Sattar Bawany (2016)

2016 Trends in Executive Development: A Benchmark Report

Introduction of VUCA

The VUCA concept seems to have been first introduced in the early 90s by the US Army War College to refer to the multilateral world that emerged after the end of the Cold War and was characterised as being more Volatile, Uncertain, Complex and Ambiguous than ever before.

In a business context, the VUCA concept took off after the global financial crisis of 2008 and 2009. Since then, it has featured heavily in the development of leadership skills in various organisations. The concept describes a business environment characterised by:

Volatility: A brutal increase in four dimensions of the changes that we face today: the type, speed, volume, and scale.

Uncertainty: As a result of the Volatility, we are unable to predict future events.

Complexity: Widespread confusion, with no clear connection between cause and effect, affects all organisations nowadays.

Ambiguity: There is a lack of precision and the existence of multiple meanings within the conditions surrounding us.

Meeting the Leadership Challenges in a VUCA World

In today's complex, dynamic and VUCA world, having a disruptive innovation capability is mandatory, both for growing a business and protecting existing markets.  But leading disruptive innovation requires new mindsets and behaviours, for leaders themselves and for the organisations that develop them. Leaders need relevant competencies required for leading disruptive innovation.

Leaders today, however, face a big challenge when it comes to disruptive innovation when operating in a VUCA World.  Many executives rise through the ranks of management, where predictability and control are valued and rewarded.  Unlike operations management, disruptive innovation - whether creating it or responding to it - involves extreme uncertainty.  Unexpected events, inevitable failures, and a fundamental lack of control are inherent to the process.  But few leaders are formally prepared to deal with the realities of leading or responding to disruption.

To lead successfully in the VUCA World, leaders need to LEAP through the fog and demonstrate the cognitive readiness competencies as explained in the next section and also possesses the following traits:

Liberal: open to new behaviour or opinions and willing to adapt or discard existing values if and when necessary to adapt to the new world

Exuberant: filled with lively energy with sense of passion and optimism in engaging the team and other stakeholders

Agility: proficiently change and evolve the learning organisation with next-gen leadership competencies including cognitive readiness, critical thinking and emotional & social intelligence amongst others.

Partnership: Build a trust-based partnership with intra-teams and inter-teams as well as externally with other stakeholders including customers and suppliers.

Learning Outcomes:

Upon completion of this Masterclass, the participant will be able to better appreciate and/or understand the context of leadership today's VUCA business environment and what are the critical competencies and skills that are crucial towards resolving the various challenges impacting on their organisation.

The programme incorporates a number of unique features and works on a number of levels. It is specifically aimed at enhancing and developing the skills, knowledge and behaviours of the participants.

The participants will develop their understanding of Leadership Effectiveness and how it will lead to a creation of a sustainable competitive advantage for their respective organisations through the development of an organisational climate that will contribute towards enhancing employee engagement and productivity during challenging times when operating in a disruptive VUCA business environment.