The current state of the world mirrors that of a volatile, uncertain, complex, and ambiguous (VUCA) world, a term drawn from leadership theories of Warren Bennis and Burt Nanus (1985)1, and the business landscape is no exception. This is evident in the change in business engagement dynamics and how the COVID-19 pandemic has stress-tested the supply chain, IT systems, and digital capabilities of organizations. With the new reality, the business strategy, leadership, and business management of companies need to transform and adapt to survive. According to Max McKeown, adaptability is about the powerful difference between adapting to cope and adapting to win.
To create a VUCA-proof strategy, leaders need to let go of the conventional approach to strategic planning and consider two types of lenses – the forward-looking lens and the internal-looking lens. The former considers and reacts to trends, or shifts that leaders deem fit for their organization, while