Recent Posts

Leading Through VUCA: CEO Focus on Culture

By Brigadier General (Retired) Barney Forsythe, Ph.D., Karen Kuhla McClone, Ph.D., and Dan Rice, Thursday, January 21, 2021
In part 1 of this two-part series, six corporate leaders shared how they were using culture—and a set of clearly articulated and shared corporate values—to guide them through the pandemic. Below are the leadership strategies they found most helpful, and the lessons they’ve learned along the way. Read More +

VUCA Leadership: A Guide to Surviving and Thriving in Chaotic Times

By Brigadier General (Retired) Barney Forsythe, Ph.D., Karen Kuhla McClone, Ph.D., and Dan Rice, Tuesday, January 19, 2021
In 2018, we published an article, Excelling in a VUCA Environment Requires a Learning Mindset, exploring how corporate leaders excel in a dynamic business environment, which we characterized using an acronym developed by the U.S. Army in the mid-1990s—VUCA. VUCA stands for Volatile, Uncertain, Complex, and Ambiguous and was coined by the Army to describe the global operational environment after the Cold War. In that article, we presented five strategies for success: shaping organizational culture around mission and values, leveraging technology, aligning organizational structures, establishing a learning organization and developing leaders. After the Covid-19 global pandemic hit in early 2020, we wanted to learn more about how these strategies were employed during one of the greatest disruptions in a century; you might call it “VUCA on steroids.” We wanted to know what it was like for executives and their organizations when Covid hit. Were they able to maintain their corporate culture, and if so, how did they do it? What strategies, which we identified in our earlier study, were successful, and how did they put these strategies into action? What will the “next normal” look like for their organizations? Read More +