Leadership program

Leading Through VUCA

Decide well when the inputs keep moving

Volatility, uncertainty, complexity, and ambiguity are not states leadership passes through; they are the operating environment. This program rebuilds the decision-making muscles for an environment where waiting for clarity is itself a decision.

Senior LeadersMid-level Managers

What participants will be able to do

Outcomes, observable from the participant’s line manager.

Each program is delivered with a participant-and-manager outcome rubric. Six weeks after the program, the participant’s line manager rates observed behavior change against this rubric.

01
Distinguish complicated problems from complex ones and choose the right response
02
Run small, reversible bets when the cost of waiting exceeds the cost of being wrong
03
Communicate decisions when the rationale will read differently in retrospect
04
Build organizational tolerance for productive ambiguity

Capabilities this program operationalizes

Leadership Development

Where this program has been delivered

Engagements that featured this program.

Africa, Regional

Decision-making under volatility for a regional product-marketing leadership team

African regional product marketing leadership, multinational medical-device organization

A regional product-marketing leadership team operating across multiple African markets faced compounding volatility, currency, regulation, channel structure, at a pace that exceeded the organization's central decision rhythm. Senior leaders were defaulting to wait-and-see decision postures because the cost of being wrong felt asymmetric to the cost of waiting. Regional performance was suffering for it.

Read the case study

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