Strategy & Change Support
Get expert support for strategy development and change initiatives
All modules tailored to your context
UGM Strategy & Change Services
BUSINESS SUCCESS IN COMPLEX CONTEXTS
The future isn’t what it used to be
COVID-19 has gripped and shaken the global economy to its core. But, as many business writers are pointing out, this disruption isn’t unique. In the last few years, there have been terrorist attacks, bloody conflicts, disease outbreaks, bushfires, other unprecedented weather events, as well as a global financial crisis, data breaches and trade wars. The list of disruptions goes on and the future is likely similarly disrupted. ‘Business as usual’ won’t cut it.
In 1937 English writer Robert Graves made the claim, “The future is not what it used to be!” As so often happens with multiple astute observers of events, French poet and essayist Paul Valery wrote similarly, “the future, like everything else, is no longer quite what is used to be”. He went on, noting “…the rules of the game are changed at every throw, No calculation of probabilities is possible…”.
Both Graves and Valery recognised long ago with the more recent but increasingly accepted notion that we live and do business in a VUCA world – one which is volatile, uncertain, complex and ambiguous. Even back in 1937 Valery, whether intentional or not, was underscoring how traditional linear approaches to the world are severely limited. In fact, his indirect claim that probability theory is rendered useless is an approach others have independently pursued more recently. Of great significance is that this challenges the value of big data, and even more so in conditions of uncertainty.
Rational linear approaches, which have dominated management practice since its inception, have flagged or failed in the face of the VUCA landscape. Slowly, there is realisation that different. less linear approaches are essential. Prediction of the future is at best fraught, unless that prediction foreshadows VUCA. Far more powerful now is, in the first instance, resilience. Resilience offers some hope of survival in adverse, changeable conditions. But, to thrive, resilience needs to be coupled with new behaviours, skills, mindsets, approaches, frameworks and tools suited to VUCA contexts.
what are clients looking for?
Business Success in Complex Contexts
No business (or organisation) is immune to the VUCA (volatile, uncertain, complex, ambiguous) context of today’s world. To succeed, any actions taken will need to fit the unique context of the particular business.
Here’s what clients value in UGM strategy DEVELOPMENT and change support
Don’t Just Take Our Word For It
Leading Strategy – Module
This program is suited to:
Indicative mini-modules (all interactive)
Understand what strategy is
Understand what strategy is and how to use practical tools to achieve high quality strategic outcomes. Be able to distinguish between a strategic and an operational approach.
Examine aspects of strategic contexts and behaviours
Examine five key elements of strategic contexts and six essential skills of strategic leaders. Consider how these can strengthen and direct your own strategic approach.
Gain and use a powerful set of strategic tools
Use a range of practical tools and frameworks to complete a series of strategically-oriented exercises with colleagues.
Explore specific aspects of strategic planning
Explore a range of strategy planning tools that will guide future strategic planning efforts and also serve you well in executive or board level interviews.
Leading Change – Module
This program is suited to:
Indicative mini-modules (highly interactive)
Identify ways to approach change in a volatile world
Identify ways in which to approach change in a volatile, uncertain, complex and ambiguous (VUCA) context, recognising that traditional methods are not sufficient and sometimes not even applicable.
ESee how a ‘change agile’ approach can add value
Examine aspects of change agility and understand why it is fast becoming the preferred way to approach change in a VUCA context.
Explore how you might use an experimental approach
Explore an experimental approach to change, including using safe-to-fail probes that help achieve breakthroughs in complex contexts.
Consider important ‘change’ questions
Consider how you might respond to a question about change management/leadership in a job interview for any role that likely has change as a core accountability.