Vuca – volatile, uncertain, complex and ambiguous.
The acronym is perfect for our world of today. But… it was first used by the United States Army War College in 1987 when developing the curriculum for 1988.
We are all faced with the individual elements of VUCA at some point in life or the other. But when faced with them all at the same time, they can be formidable. Harvard Business Review published a framework in 2014 to deal with this.
Volatility: Change is constant. Accept it and give people(yourself) the space and freedom to think creatively and focus their(your) efforts.
Uncertainty: How do you mitigate uncertainty? By gathering as much data as possible. Invest in collecting information and interpreting it.
Complexity: Build capability and break it down into smaller and discreet actionable tasks. By breaking it down into smaller chunks, you respond on a more timely basis than you would if you were to wait to get clarity. Desmond Tutu once said, ‘There’s only one way to eat an elephant, a bite at a time.’*
Ambiguity: Form a hypothesis based on available information. Adopt a test & learn approach. Test various solutions, learn & iterate.
In the VUCA world that FMCG sales people sell in these days, the same principles can be applied as below:
If you’d like to understand how to derive optimal volumes to sell in these VUCA times, email me on firstname.lastname@example.org.