The Dilemmas of Leading in a VUCA World

BY RUSS LINDEN | DECEMBER 3, 2013 (DIAKSES 22/3/2016)

Today's turbulent environment of volatility, uncertainty, complexity and ambiguity means new
challenges for government managers and policymakers. There are ways to cope with them
uppose you're a state legislator. You're about to vote on a bill that would impose significant
regulations on hydraulic fracturing, the controversial process for extracting natural gas from
shale rock whose use has skyrocketed in the past decade.
Depending on your perspective, "fracking" is providing us with a clean, inexpensive energy
source or it is a major health threat that poisons the air and water around drilling sites.
Proponents point to lower energy costs and lower greenhouse-gas emissions. Opponents cite
more than 160 cases of drinking-water contamination near fracking sites.
Do you view fracking as a blessing that reduces our reliance on polluting fuels while it produces
jobs? Or are you more focused on its health and safety risks? It's possible that many of the
questions raised by fracking will be answered in the coming years. But you have to vote today.
What's your decision? The fracking issue illustrates the dilemmas of leading in what some call a
"VUCA" environment. The term VUCA -- for volatility, uncertainty, complexity and ambiguity
-- was coined by staff at the Army War College in the late 1990s to describe the challenges posed
by our increasingly turbulent world.
Let's look at each VUCA element:
Volatility has to do with the nature, speed and magnitude of change. Fracking is a great example.
In 2000, just 1 percent of U.S. natural gas came from shale; today that figure is over 25 percent
and rising rapidly.
Uncertainty relates to the unpredictability of issues and events. Information about the past and
present are less and less useful in anticipating the future, making it extremely difficult for
decision-makers to forecast and allocate resources effectively. Scientists can't predict the longterm impacts that fracking will have on local environments.
Complexity, the multiple and difficult-to-understand causes of problems, poses another
challenge. Some scientists note the high level of carbon dioxide around fracking sites due to the
heavy equipment used, while others point out that carbon emissions in the United States are at a
20-year low because of a major switch from coal use to natural gas from fracking.
Ambiguity adds to the other three factors. Ambiguity makes it difficult to understand the meaning
of fast-moving, unclear and complex events. Does fracking represent an important "bridge"

source of fuel as we develop renewable energy sources or is it a risky short-term fix that poisons
groundwater and diverts resources from our search for long-term energy solutions?
In thinking about fracking (or immigration reform, or the growing gap between rich and poor, or
a host of other complex issues), your decision is clouded by risks, uncertainties and a lack of
time to sort them out. What to do?
I work with a number of managers who are trying to navigate this VUCA environment. Here are
some of the approaches they're using:
Continually scan and learn. VUCA environments require that we learn from big-picture
thinkers from different disciplines and industries. And such learning can reduce the "U" in
VUCA -- uncertainty.
"Get up on the balcony." This notion, from the book Leadership on the Line by Martin
Linsky and Ronald A. Heifetz, reminds us to periodically separate ourselves from daily
operations to get a broader perspective. Leaders can do this in a variety of ways, such as visiting
other organizations, listening to customers, thinking from the perspective of their boss's boss and
practicing the art of "managing by wandering around" -- listening carefully to staff.
"Be quick/don't hurry." This concept, from legendary UCLA basketball coach John Wooden,
relates to the velocity aspect of VUCA. We have to quickly note potential threats and
opportunities in the environment. Whenever possible, however, we have to push back on the
demands to take immediate action. We need time to separate the "signal" (meaningful factors)
from the "noise" (the data points that aren't related to the core issue).
Fire bullets, then cannonballs. In their book Great by Choice, Jim Collins and Morten T.
Hansen write about the need to test your plan in small, low-risk ways and make adjustments
before moving to full implementation. This is similar to the open-source software principle of
"release early, release often, fail fast."
Be agile, and find others who are agile. If there is one common thread in the growing
literature on VUCA leadership, it's the need to be very agile and to create an environment that
rewards agility and flexibility in others.
"Always keep the main thing the main thing." Jim Barksdale, the former CEO of Netscape,
made this his mantra. While it's important to continually innovate and be agile, Barksdale
emphasized the critical importance of preserving your organization's "main thing" -- its core
values and critical capabilities. At the U.S. Government Accountability Office, a core value is
politically neutral competence. At 3M, continual innovation is a core capability. Such
organizations protect their main thing at all costs.

We used to say that "the only constant is change." Now we say that "the only thing to expect is
the unexpected." Either way, we're living in a VUCA world
http://www.governing.com/columns/smart-mgmt/col-leadership-vuca-worldvolatility-uncertainty-complexity-ambiguity.html

S VUCA THE END OF STRATEGY AND LEADERSHIP?

In the current era of volatility, unpredictability, complexity and ambiguity, managers need
to adapt the way to navigate
By IMD Marco Mancesti - March 2015
Revised in March 2016

Weve all been in meetings during which two parties were arguing about whether they should spend their time discussing
strategy or focus on organizing immediate action. This kind of debate is likely to become more and more frequent.
Why should we care about strategy? Why bother working on sophisticated strategies when everything around us is
changing all the time?
Countless articles are being published every day highlighting how Volatile,Uncertain, Complex and Ambiguous (VUCA) the
world has become. In 2008, the financial crisis shook the fundamentals for a long period, and many even agree that things
will never be the same again. Early in 2015, when the Swiss National Bank decided to do away with its cap of CHF 1.20 on
the exchange rate to the Euro, it caught everyone unprepared both inside and outside the country. The price of oil is
constantly exposed to technical, geopolitical and regulatory changes, causing unexpected effects with impacts beyond
individual economies. We could mention numerous other events.
At the same time, many established businesses are facing challenges from technological evolutions. New companies come
to life and offer services that were non-existent just a few years back and completely modify the business landscape; think
about Airbnb founded in 2008, or Uber founded in 2009. Firms or business models that were previously undisputed suddenly
find themselves in survival mode. They have to engage in transformation journeys that may go as far as overturning their
historical identity. Who would have imagined that TAG HEUER, the traditional watch brand, would partner with Google and
Intel?
Is this magnitude of change new?
If we want things to stay as they are, everything will have to change. This is one of the most memorable sentences in the
novel The Leopard by Sicilian author Giuseppe Tomasi di Lampedusa, when the nephew of the main character, Sicilian
nobleman Don Fabrizio Corbera, the Prince of Salina, was trying to convince his uncle to change strategy. The book is all
about forces threatening the status quo through class struggle during Italian unification.

So change is not new, and the influence of external factors is an often-examined topic in academic literature. So what is
different now?
What is different is that the pace of change, the immediacy, the extent of impact and the number of factors to be taken into
account have drastically increased.
Under these conditions, can managers still think about strategy in the same way as before?
Since change is no longer the exception but has almost become the rule, we also need to adapt the way we think about
strategy and implementation. The conventional set the goal - plan - execute the approved plan approach clearly does not
work anymore. We need to put the factors that impact the execution of our critical initiatives (which I call stakefactors) at the
center of our strategic thinking and embrace a context-mindful framework.
The mission in the film Apollo 13 illustrates this concept adeptly: The explosion of the number-2 oxygen tank quickly created
a life-threatening crisis. A stakefactor (the incident) completely changed the game: It impacted the context of the mission by
affecting many technical parameters, which triggered the reassessment and change of the overall goal to: bring the crew
back safely. As a consequence, the strategy changed, and the execution plan was completely rebuilt after the operations
team went through complex simulations.

As well as modifying how we approach the execution of strategic initiatives, VUCA brings two additional consequences:

1] Strategic thinking becomes an imperative: By acknowledging the impact of stakefactors on our courses of action, we
are pushed to make more decisions. By definition, strategy is about evaluating options and making choices. We consider
trade-offs, quick wins, absolute priorities, acceptable losses and other aspects. We cannot make these decisions without
being acutely aware of the context in which we are acting: A good chess player does not only focus on the opponents king,
but constantly analyzes all the other pieces to adapt his or her strategy.

There is one caveat: Being context-mindful does not mean continually changing strategy. But it does mean recognizing that
the pertinence of the strategy needs to be reassessed more frequently. In addition, since a strategy adjustment may by
definition trigger a modification of the plan, this has the virtue of making the whole system more agile (Fig. 2).
2] Leadership becomes crucial: The profile of the leader needs to evolve. Stakefactors, because of their number and the
uncertainty of their impact, contain the gene of stress and indecisiveness. So the leaders aptitude to break the pattern by
taking a thoughtful position and articulating an agile strategy is crucial.
The second leverage point is the leader's ability to unleash everyone's potential by instilling and encouraging adaptability in
others. Decreasing employees anxiety in the face of change by proving that challenges can become opportunities is going
to be a critical enabler of peak performance and a competitive advantage.

In a nutshell, approaching strategy and leadership without considering context and stakefactors is close to an act of belief,
and belief alone has never been a good idea in business. A small project can simply be executed, but a large
transformation initiative has to be navigated. So no, VUCA is not the end of strategy and leadership. We need both more
than ever!

Marco Mancesti is R&D Director at IMD and an alumnus of the High Performance Leadership (HPL), the Advanced High
Performance Leadership (AHPL), Orchestrating Winning Performance (OWP) and Organizational Learning In Action
(OLA)programs

LEADERSHIP IN A VUCA
WORLD
VUCA is an acronym used by the American Military to describe extreme conditions in Afghanistan and Iraq. It stands
for Volatile, Uncertain, Complex and Ambiguous.
This terminology is resonating with an increasing number of CEOs as we try to make sense of the constantly
changing challenges brought on by politics, economics, society and the environment.
We seem to be shifting from an approach based around problem solving and planning aimed at reducing uncertainty,
to a world where progress is made by actively engaging with uncertainty, requiring higher levels of leadership agility.
Here are some of the success factors we have identified around leading effectively in a VUCA world:

Always retain a clear vision against which judgements can be made, with agility to flex and respond
appropriately to rapidly unfolding situations.
Provide clear direction and consistent messaging against a backdrop of continually shifting priorities,
supported with the use of new virtual modes of communication where necessary.
Anticipate risks but dont invest too much time in long-term strategic plans. Dont automatically rely on past
solutions and instead place increased value on new, temporary solutions, in response to such an unpredictable

climate.

Think big picture. Make decisions based as much on intuition as analysis.

Capitalise on complexity. If your talent management strategy is working, then you should be confident that
you have the right people in the right place. This will enable you to rapidly break down any challenge into bite size
pieces and trust in the specialist expertise and judgement of those around you.
Be curious. Uncertain times bring opportunities for bold moves. Seize the chance to innovate.

Encourage networks rather than hierarchies as we reach new levels of interconnection and
interdependency collaboration yields more than competition.

Leverage diversity as our networks of stakeholders increase in complexity and size, be sure to draw on the
multiple points of view and experience they offer. Doing so will help you expect the unexpected.

Never lose focus on employee engagement. Provide strategic direction, whilst allowing people the freedom
they need to innovate new processes, products and services.

Get used to being uncomfortable. Resist the temptation to cling on to outdated, inadequate processes and
behaviours. Take leaps of faith and enjoy the adventure.
Impact's work, whether it be with multi-national companies, SMEs, governments, public sector organisations or not for
profits, often centres around creating powerful, facilitated encounters that recreate a VUCA world in a real and
consequential way. We pride ourselves on developing leaders who have sufficient agility, dynamism and
responsiveness to navigate through the VUCA landscape.
Does any of this resonate with you?
How is your organisation fairing in a VUCA world?
Do you have any examples of best practice in this context?
I have only recently engaged with the VUCA debate having read a published interview with Kevin Roberts, CEO of
Saatchi & Saatchi, where he talks about it. I found it resonated with my own international experience in complex
environments, not least perhaps because of my own military background and its military genesis. Consequently and
subsequently I have put together this matrix which is the framework for a strategy mapping tool for a VUCA operating
environment. Comments welcome. Environment VOLATILE UNCERTAIN COMPLEX AMBIGUOUS Assessment
VIEW FROM THE BALCONY UNBIASED COMPREHENSIVE ANALYTICAL Strategy VISIBLE UNCONVENTIONAL
COORDINATED ASPIRATIONAL Approach VARIABLE URGENT CREATIVE CONTROL AMBITIOUS Insights
VISION UNDERSTANDING CLARITY & CAPABILITY AGILITY Achievements VITAL USABLE CREDIBLE
ASSESSED Results VIBRANT UNEXPECTED CONVINCING ASTOUNDING Lessons VIABILITY UTILITY
COMPETITIVE EDGE APPLICATION NOTES: Roberts describes the world as Volatile, Uncertain, Complex and
Ambiguous. His advice is Have a dream; get on with it, and if you fail then fail fast, learn fast and fix fast. The idea
came originally from counter-terrorism studies at the US Army War College with lessons learned from Special
Operations. Their Asymmetric Operations Working Group invests time in just such analysis and scenario planning.
Conventional approaches to planning and strategy mapping fall short, even with a clearly desirable end-state if the
route to this is clouded in the mists of volatility, uncertainty, complexity and ambiguity. Brave but informed decisions
have to be made if the capability uncertainty gap is to be managed An important leadership competence is this
ability to reduce the level of uncertainty for those who find this uncomfortable. Another is the ability to take a view from

the balcony of what is going on in the dance. Then to put oneself repeatedly into the dance to tweak the
choreography; getting back up on the balcony to see what difference results. So whilst this overview has to be
comprehensive, it must also be analytical and enough to inform anticipation and credible aspiration. Analysis is not
strategy and strategy is not action. Once agreed, the strategy has to be clearly and unambiguously communicated
(regardless of any apparent continuing ambiguity in the operating environment). It will necessarily be unconventional
and should aim to achieve a small manageable number of things in a relatively short (interim) timeframe (say 10
things in 100 days). Achievements must be seen as platforms of achievement that qualify you to move to the next
stage of the critical path. They have to be vital and useful and visibly measurable as quick wins that can build
confidence in the strategy. If these are thwarted, then try something else. Results will probably be joint outcomes
from multiple outputs. They may well be unexpected given the challenges of the complexity, and the original
uncertainty and ambiguity. As such they will be all the more convincing. If it doesnt work the 30 day frames and the
discipline of the platforms (of achievement) approach will and should permit acceptance of fast failure and focus on
further adjustments to the choreography. Note: The format of the matrix may change in the posting. The VUCA
headings top the columns vertivcally, and the small case attributes - Environment, Approach, Strategy etc. head the
rows vertically.
Posted by Peter Reed on 18.05.12
Nice going and I celebrate the VUCA approach in the business world. There are now over 7 billion of us and for the
first time in history we have become a true force of nature. And yet we have never lived so far from nature. Most of us
live in urban environments and assume that nature can provide unlimited resources and act as a bottomless pit for
our wastes. There is an urgent need for us to re-connect with our planet's systems. And when we do understand our
ecosystem services and biodiversity more fully we shouldn't be surprised to find that the workplace and business
expectations we recently worked towards - long-term jobs, secure financial growth, risk averse lifestyles, are false
aspirations. We are far more effective, in-tune and happier when we live natural, free thinking, risk taking, self
determining lives. I applaud your VUCA success factors and join you in Celebrating Uncertainty!
Posted by Paul Rose on 27.02.12

http://www.impactinternational.com/blog/2012/01/leadership-vuca-world

SEKEDAR BERBAGI ILMU...TENTANG TEORI "VUCA"

Bob Johansen, Leaders Make the Future: Ten New Leadership Skills for Uncertain World,
Barret-Koehle Publishers, San Franscisco, 2009.

Buku ini mengulas bahwa pemimpin masa depan memerlukan pandangan jauh ke depan
(vision), pemahaman (understanding), ketajaman (clarity), dan kelincahan (agility) atau
VUCA. Aspek negatif VUCA dapat diubah menjadi kepemimpinan efektif yang mengikuti
prinsip-prinsipkesementaraan
(volatility)
menghasilkan pandangan
jauh
ke
depan,
ketidakpastian
(uncertainty)menghasilkan pemahaman,
kompleksitas
(complexity)
menghasilkan ketajaman, dan ambiguitas (ambiguity) menghasilkan kelincahan.

Gambar .Siklus VUCA yang terdiri dari Foresight Insight Action.

Dunia VUCA adalah masa depan yang menginspirasi dan dipenuhi dengan kesempatankesempatan. Cara terbaik untuk menyiapkan diri adalah melihat 10 tahun ke depan. Untuk itu
dalam buku ini disampaikan 10 keterampilan kepemimpinan baru yakni:

1)
Maker Instinct yaitu kemampuan mengeksploitasi daya dorong dalam diri untuk
membangun dan mengembangkan beragam hal sedemikian halnya membuat hubungan
dengan lainnya untuk menjadikannya.

2)
Clarity yaitu kemampuan melihat dengan menembus kesulitan-kesulitan dan kontradiksikontradiksi ke masa depan yang tidak dilihat oleh lainnya. Pemimpin sangat jelas mengenai
apa yang sedang dibuatnya namun sangat luwes mengenai bagaimana membuatnya terjadi.
3)
Dilemma Flipping yaitu kemampuan membalik dilema yang tak dapat diselesaikan
menjadi keuntungan-keuntungan dan kesempatan-kesempatan.
4)
Immerse Learning Ability yaitu kemampuan melibatkan diri ke dalam lingkungan yang
tidak familiar untuk mempelajari langsung dari sumber pertama.
5)
Bio-Empathy yaitu kemampuan melihat hal-hal dari
memahami, menghormati, dan belajar dari pola-pola alami.

titik

pandang

alami

untuk

6)
Constructive Depolarizing yaitu kemampuan meredam situasi-situasi tegang di mana
perbedaan mendominasi dan komunikasi terputus, serta membawa orang-orang dari budaya
berbeda menuju pelibatan konstruktif.
7)
Quiet Transparency yaitu kemampuan untuk terbuka dan otentik tanpa bermaksud
pamer.
8)
Rapid Prototyping yaitu kemampuan menciptakan dengan cepat inovasi-inovasi versi
awal dengan pengharapan kesuksesan berikutnya akan memerlukan kegagalan-kegagalan
awal.
9)
Smart Mob Organizing yaitu kemampuan menciptakan, melibatkan dengan, dan
membangun bisnis yang mempunyai tujuan atau jaringan perubahan sosial melalui penggunaan
cerdas media elektronika dan lainnya.

10)
Commons
Creating yaitu kemampuan
menanam
benih,
membangun,
dan
menumbuhkan aset-aset bersama yang dapat memberikan keuntungan kepada orang lain dan
kadang memperbolehkan kompetisi pada tingkatan yang lebih tinggi.
http://henribadawi.blogspot.co.id/2012/10/sekedar-berbagi-ilmutentang-teorivuca.html

By Eileen Rachman & Emilia Jakob May 25,2015

TALENTA MASA DEPAN

Bila kita sedang disibukkan dengan beragam urusan domestik, kemacetan lalu
lintas ataupun anak-anak yang sedang menghadapi ujian, kita sering lupa
bahwa hidup terdiri dari yang sekarang dan yang masa depan. Kita sering
memandang masa depan sebagai sesuatu yang memang perlu dipikirkan, tetapi
bukan prioritas. Kita bisa terjebak dengan pemikiran bahwa masa depan selalu
terkait dengan inovasi dan kreativitas. Kita pun sering lupa bahwa kita tetap
perlu mempersiapkan bagaimana mengeksekusi pekerjaan di dalam ritme
perubahan yang secara konstan terus terjadi. Kita hidup dalam era ekonomi
global yang tidak pemaaf. Kita sudah mengalami ketidak pastian, bahkan tidak
bisa lagi menjamin kepastian dengan beragam mekanisme pengaman seperti
membeli asuransi kesehatan dan jiwa sekalipun. Seorang psikolog sosial bahkan
mengistilahkan, bahwa kita hidup di dunia yang VUCA: volatile, uncertain,
complex, dan ambiguous. Perubahan seperti dalam dunia politik, ekonomi dan
pemerintahan, tidak mudah diraba, diperkirakan, apalagi dikontrol.
Pertanyaannya adalah apakah kita sanggup menghadapinya dengan daftar
kompetensi yang kita kuasai sekarang sebagai hasil dari bentukan di masa lalu?
Semua kompetensi yang membuat kita berhasil mencapai tahap sekarang,
bahkan sudah tidak cukup lagi untuk membuat kita bertahan di saat ini, apalagi
di masa depan nanti. Dunia berubah cepat tanpa kompromi. Persaingan pun
tidak bisa dibendung. Lulusan yang tadinya masih mahasiswa polos tiba tiba
sudah berada sejajar kita dengan segudang pemikiran inovatifnya. Demikian
pula tuntutan pasar yang memiliki standar excellence yang semakin
membubung tinggi. Siapkah talenta-talenta kita menghadapi kesulitan yang
berbeda ini. Globalisasi menuntut manusia-manusia berpikiran global. Kaderisasi
yang harus berkejaran dengan perkembangan teknologi. Keahlian dan ekspertis
yang dibutuhkan, tidak bisa dikembangkan dengan cepat, jam terbang tidak
sempat dikejar. Apakah mungkin, dalam kondisi ini, bajak membajak karyawan
merupakan jalan keluar? Padahal mungkin pada saatnya nanti, yang dibeli oleh
perusahaan pembajak adalah profesional yang juga sudah tidak berisi sesuai
harganya.
Jangan remehkan budaya

Kita sudah lama menyebut-nyebut konsep learning organization, walaupun

seringkali kurang diikuti oleh keyakinan bahwa spirit komunitas akan memacu
kinerja, pembelajaran dan kekuatan spirit individu. Banyak slogan learning
organization terpampang sebagai salah satu misi perusahaan, tetapi yang
terjadi di lapangan sama sekali tidak menunjang proses belajar tersebut.
Kesalahan dibiarkan saja ataupun dihukum, tanpa dibahas sebagai
pembelajaran. Lemahnya ketrampilan karyawan diselesaikan bukan dengan
agenda belajar, tetapi dengan mutasi. Hal-hal seperti ini adalah pertanda
ketidakyakinan manajemen pada budaya belajar tadi. Banyak perusahaan
berusaha menanggulangi masalah kinerja dengan strategi. Padahal para ahli
sering mengatakan, When Napoleon was in Paris, with all of his generals,
discussing how to attack Russia, thats strategy. But what makes a million men
march to Moscow, thats culture. Tanpa sense of community, kita tidak mungkin
berhasil. Ini adalah kabar baik bagi kita semua, karena ternyata kesiapan
menghadapi masa depan tidak 100 persen berada pada proses pembelajaran
formal. Budayapun harus kita perhatikan juga. Kita perlu membentuk budaya
yang obyektif, sehat dan ambisius untuk maju. Rasa ingin tahu semua individu
dalam organisasi perlu kita pelihara. Kita perlu menguatkan proses mawas diri,
belajar dari kesalahan dan berusaha mengkaitkan hal-hal tersebut dengan
antisipasi akan masa depan yang penuh tanda tanya.You need people with
great determination, with great resilience, demikian CEO Southwest
Airlines Herb Kelleher yang bisa bangkit kembali dari keterpurukan.
Berfikir antisipatif
Mau tidak mau, kita sekarang memang perlu menuntut diri sendiri lebih banyak.
Bukan saja menguras keringat, tetapi juga menggali kesabaran lebih dalam.
Tidak saja idealis, tetapi sekaligus pragmatis. Pemimpin harus berani menuntut
kinerja lebih baik, tetapi juga tidak boleh lupa memberi upah yang layak. Kita
perlu berfikir helikopter, tetapi juga bisaconnecting the dots. Hal ini memang
berat, terutama karena kita terekat pada kekinian yang memang sudah banyak
menghadapi masalah. Beberapa cara yang bisa kita coba untuk membangun
budaya antisipatif ini adalah menguatkan daya observasi individual dan
membiasakan diri untuk membahasnya. Saat ini kita banyak kehilangan
kegiatan mendengar penuh kehati-hatian, sehingga semakin lama kita tumbuh
semakin kompulsif. Kita sudah lupa pada kemampuan Sherlock Holmes yang
bisa melihat apa yang tidak dilihat orang lain, yang melihat hal yang sama dari
sisi yang berbeda. Untuk itu kita perlu mengapresiasi orang yang berpikir beda
dengan berusaha memahami dan mempelajari pendapatnya. Kita perlu orangorang ini, karena pikiran yang sama biasanya hanya mengakomodasi masa lalu
saja. Sejarah juga perlu dipelajari untuk mengangkat pembelajaran karakter

manusia, kemanusiaan dan perilaku manusia yang tidak pernah lekang dimakan
jaman, bahkan menjadi unsur maha penting di masa depan.
http://www.experd.com/en/articles/2015/05/441/talenta-masa-depan.html

Oleh : RHENALD KASALI

Founder Rumah Perubahan
Seputar Indonesia, Kamis 21 Februari 2013
Liz Guthridge, pakar VUCA memperkenalkan metode FLIP unuk
mengantarkan generasi-generasi baru menghadapi dunia VUCA. Ia
mengatakan: If you stand still, youll fall behind. Movement alone, however,
doesnt guarantee success. Jadi diam saja tidak menyelesaikan masalah.
Anda perlu mitra-mitra yang tepat dan bisa menjadi komplemen yang tangguh.
FLIP adalah akronim dari: Focus, Listen, Involve, dan Personalize. Di abad
VUCA ini, menurutnya, CEO-CEO dan pemimpin yang berhasil adalah
mereka yang mampu menfokuskan pikiran dan tindakannya pada sasaran
yang berdaya hasil tinggi (Focus), mendengarkan (Listen) pada siapa yang
harus didengar (yang penting-penting dan berdaya hasil tinggi), membangun
keterlibatan yang luas dengan menghapus tradisi feodalisme atau kebiasaan
bekerja pada silo masing-masing (Involvement); dan menjalin percakapan
penuh arti dengan stakeholder secara personal, bahkan massal (Personalize).
http://kolompakar.blogspot.co.id/2013/06/flip-dan-vuca.html