The world is changing so rapidly and unpredictably. The current wave seems to be to disregard long-established norms and conventions. The question is, have we exhausted all options in the attempt to improve our world?
This acronym VUCA originated from the military, and was used at the end of the Cold War in the early 1990s. Back then VUCA was used to describe the fact that the world was unpredictable, because no one was really certain how things would pan out after the Cold War ended.
More recently, VUCA has been added to the leadership lexicon, signifying the Volatility Uncertainty Complexity & Ambiguity in todayâs business world!
Rather than try to slow down the rate of change, or succumb to victim-mentality, how can we leverage VUCA to our advantage? What strategies will we need to adopt so that we flourish in a constantly changing world?
So, what creative actions can we take? This diagram represents three institutions: the government, for-profit organisations and not-for-profit organisations.
Traditionally, these three institutions do not work collaboratively. At best, any two of them might work well together, but we tend to struggle getting all three to work together effectively and productively. For example, the drivers or mission of a not-for-profit may align with the governmentâs position, but contrary to that of a for-profit.
However, at the strategic level we find that they actually have more in common. At the strategic level, each group is trying to get the best for their stakeholders. Starting from such a point of agreement allows all three parties to keep their focus on what they have in common.
Here in Australia, not-for-profit organisations employ 1.2 million people (which is about 10% of the workforce), and generate $100 billion in annual revenue, which is 6% of the GDP. Recognising that not-for-profit organisations contribute significantly to the national economy, allows the government and for-profit organisations to treat not-for-profits as equal partners, rather than as subordinates.
Recent research indicates that when these three institutions work together in a consultative manner, our communities improve, a good example of this is the Shared Value Initiative.
Also, when we realise that 40% of Australian Charitiesâ income is from Government Grants and the remainder largely from the public and for-profit organisations, we start to appreciate just how inter-connected the three institutions are.
Organisations like your local Business Council or Professional Bodies would be useful to help promote more transparent engagement with the Government. The key is to focus on what these three institutions have in common.
Given the rapid rate of change in our world today, a submission to the Australian House of Representatives Standing Committee on Employment, Education and Training suggests we shift our mindset to creating jobs for the future, rather than seeking jobs of the past.
Are you creating jobs for the future? How can you make a difference in your community?
“Rethink without over-thinking”
GAICD, M.Comp (Monash)
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