Through its indigenously designed business tool —
A VUCA environment can:
If your industry or organization is affected by this environment, you have to reconsider the way you and your business operate.
Every VUCA challenge has a considered response. Here is how each one is understood, and how GBS turns it into stability.
The situation has many interconnected parts and variables. Some information is available or can be predicted, but the volume or nature of it can be overwhelming to process.
You are doing business in many countries, all with unique regulatory environments, tariffs, and cultural values.
Restructure, bring on or develop specialists, and build up resources adequate to address the complexity.
Synthesising complex issues and tasks and utilising simplifying measures to ensure that there is significant transformation for the organization to see for itself.
The challenge is unexpected or unstable and may be of unknown duration, but it's not necessarily hard to understand. Knowledge about it is often available.
Prices fluctuate after a natural disaster takes a supplier off-line.
Build in slack and devote resources to preparedness—for instance, stockpile inventory or overbuy talent. These steps are typically expensive; your investment should match the risk.
Studying trends and factors responsible for volatility and addressing each trend and factor through comprehensive improvement programs. Effective Change Management is also key to ensure that the pace of change is checked.
Causal relationships are completely unclear. No precedents exist; you face “unknown unknowns.”
You decide to move into immature or emerging markets or to launch products outside your core competencies.
Experiment. Understanding cause and effect requires generating hypotheses and testing them. Design your experiments so that lessons learned can be broadly applied.
Clarity is the ability to see things right until their logical end. It is the role of the leadership to ensure bringing clarity through transparent and open systems & processes.
Despite a lack of other information, the event's basic cause and effect are known. Change is possible but not a given.
A competitor's pending product launch muddies the future of the business and the market.
Invest in information—collect, interpret, and share it. This works best in conjunction with structural changes, such as adding information analysis networks, that can reduce ongoing uncertainty.
Certainty is the function of meticulous and systematic planning for the future. The more robust and rigorous the Business Strategy, the higher the degree of certainty, and the higher the rate of success.
This model has been developed by GBS to help businesses transform and turn around for Growth and Yield Maximization. There are three focus areas –
Following the assessment, GBS shall engage with the client organisation in the following manner –
GBS works with the client organization to get it to a level where it will bring the business to a level of recognizing change.
In this period GBS shall work with the client to ensure guaranteed turnaround ensuring aggressive growth of the organization.
Speak with our consulting partners about transforming and turning around your organization.