Increase the impact of executives in a VUCA environment

The time is one of agility and of the ability to react rapidly within an environment that is increasingly volatile, uncertain, complex and ambiguous (acronym: VUCA). For many businesses, dealing with VUCA is not just a theory, but rather a question of survival.

To what extent are the people with responsibilities within your company able to react quickly to increasingly unpredictable developments? What competencies need to be developed to enable them to make appropriate decisions under these conditions? Do they know how to do this while maintaining a longer-term vision and by communicating meaning? How do they react to vagueness and uncertainty? Are they sufficiently trained to cope with the frustrations of increasingly significant constraints?

Conscious of the outcomes, we have concentrated our efforts by putting into place, through close collaboration with clients, Development Centers that are a valuable tool for Assessing VUCA skills and transforming thinking.

Most of your executives have most certainly followed classic management training. As long as those courses are targeted and adapted to today’s methodology (“blended learning” to reinforce exchanges, or “flipped classes” to focus on training), they retain all their validity.

The Development Center, however, produces a different dynamic: on the basis of specific skill sets (defined by the company) to be developed, we create simulations that give participants hands-on practice so they can test their impact. Our experience has shown that the Development Center is most effective when the simulations are varied, when the participants number from 4 to 6 at the most, and when the sessions are facilitated by experienced moderators who themselves have management experience. The presence of an internal observer from the company is also an advantage. The exchange of rich feedback takes place after each simulation to allow the participants to better understand all the issues and comprehend the positive actions they used in their approach, while pointing out any shortcomings. Then, in the next simulation, the participant can take advantage of previous feedback to experiment with more effective approaches. The participant writes a Development Plan in coordination with the moderator, and follows personalized coaching during follow-up.