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Currently viewing the tag: "strategy"

VUCA2VUCA relates to threats that people and enterprises often encounter.  The acronym reflects the constant, dramatically-transforming, and unpredictable world.  The concept originated in 1987, based on the theories of Warren Bennis and Burt Nanus.  The term was first used by U.S. Army War College to describe the volatile, uncertain, complex, and ambiguous general conditions globally.

The acronym found traction after 2002, when it was considered an emerging idea to be discussed among the strategic leadership.  The term VUCA stands for:

  1. Volatility
  2. Uncertainty
  3. Complexity
  4. Ambiguity

The 4 VUCA challenges reflect the unpredictable forces of change that affect organizations, necessitating new skills, approaches, and behaviors to mitigate them.  The 4 elements of VUCA relate to how people view the situations where they make decisions, formulate plans, respond to challenges, cultivate change, and solve issues.

VUCA is a practical code for anticipation, understanding, preparedness, and intervention in the wake of uncertainty and confusion.  One of the biggest challenges of managing in a VUCA world involves team members who resist change.  Simply training the leaders on key capabilities isn’t adequate to avoid failures resulting due to not handling the VUCA issues properly.  What differentiates sound Leadership from mediocre management is the leaders’ ability to ascertain key elements that prevent them from adopting resilience and flexibility.

In this age of disruption, Volatility, Uncertainty, Complexity, and Ambiguity are widespread.  These elements will be more prevalent across industries and enterprises in future, and if not managed properly can sap an organization’s and its employees’ strengths.

Let’s discuss these VUCA elements individually.

Volatility

The Volatility element of VUCA talks about the distinct situational categorization of people due to their specific traits or their reactions in particular situations.  People react differently in specific settings due to social cues.  Volatility describes the influence of situations on stereotypes and social categorization, which is the reason why people perceive others differently.

Two factors connect people to their social identities: Normative fit and Comparative Fit.  Normative fit is the degree that a person relates to the stereotypes and norms that others associate with their specific identity.  For example, a Hispanic woman cleaning a house does not get gender stereotypes from others in this situation, but when she eats an enchilada ethnic stereotypes emerge and the gender is forgotten.  Comparative fit relates to specific traits of a person that are prominent in certain states compared to others, which are obvious as others around a person do not have those traits.  For example, a woman in a room full of men stands out, whereas all the men are grouped together.

Uncertainty

The Uncertainty element of VUCA pertains to the unpredictability of information in events, which often occurs in the intention to indicate correlation between events.  Uncertainty is often counteracted by using social categorization (stereotypes), as people tend to engage in social categorization when there isn’t much data about an event.

For instance, when there isn’t enough information to clearly appreciate someone’s gender—as in case of an author’s name when discussing written information—majority of people presume the author is a male.  Social categorization also occurs in case of a race, when people stereotype a certain race to a particular trait.  For example, basketball players are most of the time assumed as black people while golfers are expected to be white.

Complexity

The Complexity element of VUCA relates to the inter-relatedness of several factors in a system.  Complexities due to interactions and dependencies within groups and categories bring unexpected results even in a controlled environment.  There are certain identities in individuals that are more dominant than others.  Other people distinguish these identities, make their assumptions about them, and create stereotypes.  However, complexity in a person’s personality makes it difficult to socially categorize that individual accurately.

Different categories trigger in the mind of the observer, creating positive and negative perception.  It is that positive perception that the observer is more open-minded despite stereotypes and think past the target’s dominant social trait.  Complexities in social identities cause some identities to lessen the noticeability of other identities, making the targets unnoticeable and overlooked.

Interested in learning more about the elements of a VUCA environment, its mitigation, and Robert Johansen’s leadership framework “VUCA Counterweight” or “VUCA PRIME?”  You can download an editable PowerPoint on VUCA (Volatility, Uncertainty, Complexity, and Ambiguity) here on the Flevy documents marketplace.

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On LinkedIn, there is a free giveaway on a bundle of Strategy & Transformation PowerPoint templates.  Full details can be found here:

Based on the thought leadership of top tier consulting firms (including McKinsey, BCG, Accenture) and renown strategists, each slide represents a specific business framework. A “framework” is a structured approach to analyzing and solving a common business situation. It allows us to evaluate and articulate our situation in an organized, thorough, and efficient manner.

Frameworks covered span a diverse array of Strategy & Transformation topics, from Growth Strategy to Brand Development to Innovation to Customer Experience to Strategic Management.

Each slide follows the standard Headline-Body-Bumper format, the slide design methodology used by all leading consulting firms.

Here is the full list of Strategy & Transformation frameworks:

  • 10 Elements of Customer Delight
  • 3 Strategy Horizons
  • 4 Levers of Control
  • 4 Problems in Reorganizations
  • 8 Dimensions of Strategic Management
  • Accenture Nonstop-Customer Experience Model
  • Acquisition Integration Approaches
  • Balanced Scorecard
  • BCG Experience Curve
  • BCG Transformation Framework
  • Brand Asset Valuator (BAV)
  • Brand Development Lifecycle
  • Branding Pentagram, Competing Values Framework
  • Core Competence Model
  • Customer Segmentation Formula
  • Customer Segmentation Methodologies
  • Digital Transformation
  • Dimensions of Service Design
  • Disruptive Innovation
  • Distinctive Capabilities
  • Four Approaches to Ambidexterity
  • Greiner Growth Model
  • Kano Customer Satisfaction Model
  • Kepner-Tregoe Model
  • McKinsey 7-S Strategy Model
  • McKinsey Customer Decision Journey
  • Strategic Management Maturity Model
  • Strategic Planning & Execution Approach
  • Strategy Map
  • Strategy Palette
  • Structure-Conduct-Performance (SCP)
  • Transformation Trajectories
  • Value Differentiation
  • Value Perception Gap

Here is a list of 4 PowerPoint documents that convey over 100+ different business frameworks and management models. They cover just about every business concept you can imagine. At the bottom, I’ve listed all the frameworks included in each document.

23 Corporate Strategy and Management Models
https://flevy.com/browse/business-document/corporate-strategy-and-management-models-129

30 Business Performance Improvement Models
https://flevy.com/browse/business-document/business-performance-improvement-models-218

28 Organization, Change, and HR Models
https://flevy.com/browse/business-document/organization-change-and-hr-models-616

28 IT Management Models
https://flevy.com/browse/business-document/it-management-models-224

Flevy’s full collection of PowerPoint templates can be found here: https://flevy.com/function/powerpoint-templates-ppt

* * * *

CONTENTS OF CORPORATE STRATEGY AND MANAGEMENT MODELS

1. 3 C’s
2. ADL Matrix
3. Acquisitions Integration Approaches
4. Blue Ocean Strategy
5. Capability Maturity Model
6. GE-McKinsey Matrix
7. OODA Loop
8. Profit Pools
9. Resource-based View of Firm
10. Scenario Planning
11. Strategy Maps
12. Application Portfolio Optimization
13. Value Stream Mapping
14. Six Thinking Hats
15. 4 P’s Marketing Mix
16. 7 P’s Marketing Mix
17. 6 Change Approaches
18. Cultural Dimensions Theory
19. Six Sigma Quality Management
20. Change Management Iceberg
21. Organizational Learning
22. Performance Prism
23. Crossing the Chasm

CONTENTS OF BUSINESS IMPROVEMENT MODELS

1. ISO 9001 Quality Management Model
2. Baldrige Performance Excellence Model
3. EFQM Business Excellence Model
4. Balanced Scorecard
5. Hoshin Kanri Model
6. Benchmarking Model
7. Business Process Re-engineering Model
8. Shingo Model for Lean Transformation
9. Lean Management Model (TPS)
10. Lean Leadership & Kaizen Model
11. Lean Maturity Model
12. Value Stream Mapping
13. Eight Types of Waste
14. Lean Levers
15. Gemba Framework
16. Cause & Effect Diagram ( Fishbone Diagram, Ishikawa Diagram)
17. 5S Principles
18. Plan-Do-Check-Act Model
19. PDCA Problem Solving Process
20. Total Productive Maintenance (TPM) Pillars
21. DMAIC Process Improvement Model
22. Law of 10
23. Training Within Industry (TWI)
24. A3 Storyboard Template
25. PACE Prioritization Matrix
26. Payoff Evaluation Matrix
27. Cost of Quality Model
28. SERVQUAL Model
29. ADKAR Model
30. Kotter Change Management Model

CONTENTS OF ORGANIZATION, CHANGE, HR MODELS

1. IMPA HR Competency Model
2. NAPA Competency Model for HR Professionals
3. Ulrich’s HR Competency Model
4. Ulrich’s Matrix on the Four Roles of HR
5. The Harvard Model of Strategic HRM
6. AHRI Model of Excellence
7. People Capability Maturity Model (PCMM)
8. SHRM Elements for HR Success
9. Ulrich’s Stages of Employee Connection to the Organization
10. Talent Management Framework
11. Novations Four Stages of Contribution Model
12. Ulrich’s Five Rules for Leadership (Leadership Code)
13. ASTD Competency Model
14. Senge’s Learning Organization Model
15. High-Impact Learning Organization Model
16. Tuckman’s Model of Team Development Stages
17. The Emotional Competence Framework
18. Bridges’ Transition Model
19. Lewin’s Three Stage Change Model
20. The McKinsey 7S Model
21. ADKAR Change Model
22. Kotter’s Change Management Model
23. Cause & Effect Diagram for HR Systems
24. ISO 9001 Quality Management Model
25. Baldrige Performance Excellence Model
26. EFQM Business Excellence Model
27. Kaplan & Norton Balance Scorecard
28. Xerox Benchmarking Model

CONTENTS OF IT FRAMEWORKS

1. IT Infrastructure Library (ITIL) Model
2. ISO/IEC 20000 IT Service Management Model
3. ISO/IEC 27000 Information Security Management Systems Model
4. COBIT 5 Model
5. Capability Maturity Model Integration (CMMI)
6. People Capability Maturity Model (PCMM)
7. ISO/IEC 15504 (SPICE)
8. Organizational Project Management Maturity Model (OPM3)
9. Portfolio, Programme, Project Management Maturity Model (P3M3)
10. Portfolio, Programme, Project Office Model (P3O)
11. PRINCE2 Project Management Model
12. IDEAL Model
13. Waterfall Model
14. Agile Model
15. Scrum Model
16. Enterprise Data Architecture Models
17. COPC-2000 Model
18. Lean Levers for IT Outsourcing
19. Cause & Effect Diagram ( Fishbone Diagram, Ishikawa Diagram)
20. DMAIC Process Improvement Model (Six Sigma)
21. ISO 9001 Quality Management Model
22. Malcolm Baldrige Performance Excellence Model
23. EFQM Business Excellence Model
24. Balanced Scorecard
25. Xerox Benchmarking Model
26. SERVQUAL Model
27. ADKAR Model
28. Kotter Change Management Model

Strategy in business is about winning and so, any successful business needs to have a well defined, executable strategy.  Unsurprisingly, from both sales trends and customer feedback, at learnppt.com, we have found ourselves adding more and more products around this topic of business strategy.

This weekend, I took the time to compile all of our toolkits and frameworks related to business and strategy.  Browse it here:
Business Strategy

Some of the topics discussed you will find include Growth Strategy, Marketing Strategy, and Management Strategy.

Our most recent PowerPoint in this domain teaches you how organizations can inject Creative Thinking into their Strategy Development processes:
Creative Thinking in Strategy Development
This document discusses the 3 enablers to creativity in strategy formulation:

  • Ensuring the right “conditions” are in place
  • Pushing the limits of conventional thinking
  • Leveraging the power of collaborative thinking

Got a request in PowerPoint product of blog post topic?  Leave a comment or shoot me an email.

Cheers!