Building Innovation Capital
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Building Innovation Capital
Innovation covers much, we need to open our thinking to explore all its possibilities in approach, geography, activity or challenge. I will keep 'grabbing' those that seem interesting to explore and reflect upon- seeking the value
Curated by Paul Hobcraft
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Rescooped by Paul Hobcraft from Change Management Resources!

What VUCA Really Means for You, Getting Prepared and Agile with It

What VUCA Really Means for You, Getting Prepared and Agile with It | Building Innovation Capital |

VUCA, short for volatility, uncertainty, complexity, and ambiguity, and a catchall for “Hey, it’s crazy out there!”    It’s also misleading: VUCA conflates four distinct types of challenges that demand four distinct types of responses. That makes it difficult to know how to approach a challenging situation and easy to use VUCA as a crutch, a way to throw off the hard work of strategy and planning—after all, you can’t prepare for a VUCA world, right?

Actually, you can. Here is a guide to identifying, getting ready for, and responding to events in each of the four VUCA categories.

Authors:  Nathan Bennett and G. James Lemoine

Related posts by Deb:


Three Tenets of Mastering the Unknown, Leadership through Ambiguity


6 Steps Beyond Industrial Age Performance Appraisals    Think like an Entrepreneur: Be Anti-Fragile No Matter Where You Work



Via Deb Nystrom, REVELN
Deb Nystrom, REVELN's curator insight, September 1, 2014 10:52 AM

VUCA is a term from the military, put into popular use by futurist Bob Johansen in 2010, as mentioned in his book, now in a its second edition,  Leaders Make the Future: Ten New Leadership Skills for an Uncertain World.  The quadrant model depicted, by authors  is handy for thinking through what you can learn and do to be fully prepared and agile enough for this VUCA world.  ~  Deb

Kenneth Mikkelsen's curator insight, September 7, 2014 8:31 AM

The world of work is increasingly volatile, uncertain, complex and ambiguous. As a result it is time to view surprises as the new normal and steady state as the exception. The difference over the past decade is the increasing speed at which leaders need to address multiple challenges, often at the same time.

Rescooped by Paul Hobcraft from Online Business Models!

Key New Traits Characterizing Sustainable Business Models by Jeremiah Owyang

Via Robin Good
Robin Good's curator insight, October 15, 2013 12:58 PM

Jeremiah Owyang, a partner at the Altimeter Group, has published a valuable presentation outlining the key traits characterizing sustainable business models in the near future.

The key takeaways include: 

  1. The market sees purposeful brands that stand for something specific
  2. Local and personalized wins always over global
  3. Crowds are becoming like companies - bypassing 
    inefficient intermediaries
  4. On-demand wins always over standardized offerings
  5. Business models may need to be changed along the way 
  6. Partnering with your customers is the key to the future 

Excellent trends analysis. Owyang is right on target with his future of business models identikit. 

Check the full presentation here: 

(HT to Giuseppe Mauriello)

Marcos Otero's curator insight, October 15, 2013 7:31 PM

The new type of enterprise

Tom Hood's curator insight, February 22, 2014 8:24 AM

Great find by Robin Good and timely as we just had a session with Rita McGrath (author of the End of Competitive Advantage) emphasizing the impact of disruption and the need for a different mindset around resilience. This preso by Jeremiah Owyang gives some great tips for thinking about the types of shifts in business models we should be thinking about. 


Slide 13 captures these shifts well:


1. Purpose (start with why) is key

2. Glocal wins - Global reach and mindset delivered locally (relationships)

3. Personalize everything possible

4. On-demand 

5. People make and share - collaboration and co-creation with your customers

6. Empowered people


This is important for CPAs to understand as they advise and support their businesses (clients and employers). Business models are no longer stagnant or as Rita would say, sustainable over a long-term. Thus we need to be constantly re-examiming our competitive advantages.