In a VUCA environment, disruption is the order of the day. The velocity of change is simply staggering. By disruptions, we imply the creation of new order in products, markets and customers. Today’s organizations should be nimble, constantly embracing change and correctly aligning their people to critical business strategies. The leadership must stay open-minded to all possibilities and not let the fear of failure prevent them from testing new waters. This is essential to cultivate innovation throughout the business and challenge the way the organization works before or in line with external disruptive forces. Each leader must possess humility and the art of listening to lead this inevitable change as an outcome of VUCA.
- Suhayl Abidi, Manoj Joshi
in 'The VUCA Learner'

Cause and effect connections are difficult to make in a networked world. When the same inputs have vastly diverse effects on the system's responses, we deal with complexity.


Ambiguity is characterized by the absence of any discernible causal links and the impossibility of conclusively interpreting a situation using an algorithm with a finite number of stages. 


Volatility is a concept that is frequently used in the context of change. Significant jumps over time may be used to gauge how quickly the environment is changing.


The future is getting harder and harder to predict. The inability to accurately analyze a situation or see obstacles and possibilities results from uncertainty.

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