What context are we living in now?

Since March 12, it is very possible that your life has changed and that your projects have been postponed or even cancelled. Currently, COVID-19 is exposing us to what professors Nathan Bennett and G. James Lemoine call VUCA . As they describe it, our current environment is highly V olatile, Uncertain , Complex and Ambiguous (VUCA). This matrix was created by the Army War College in the United States years ago. Very useful during a period of crisis and in an uncertain situation, this concept is used in project management or by innovation companies such as startups. It is used in particular to describe and then solve problems in a highly uncertain world like the one we live in.

What to do then?

While VUCA helps you detect your risks, VUCA-PRIME helps you know what to do. It was author Bob Johansen who developed this method in 2007, drawing up four essential points based on the same acrostic: Vision , Understanding, C larity and A gility. As you can see below, these two concepts are complementary, as they guide us in a risky environment!

1. Volatility – Vision

2. Uncertain – Understanding

3. Complexity – Clarity

4. Ambiguity – Agility

1. VISION When everything seems uncertain and the unexpected happens one after another, don't lose sight of the essential, that is, your vision! For example, stay focused on the goal of your company or department! If you are managing a priority project, reiterate its importance to your employees and rally them in the same direction from now on. Give a vision, even if your entire environment changes and new information arrives every day.

2. UNDERSTANDING The more you understand the situation, the less uncertain it will seem and the better you will navigate. During the COVID-19 lockdown, try to understand the reactions of your teams and the behaviors of your customers. Above all, do not let chance guide your actions and reactions.

3. CLARITY As a manager, make things simple, even if the situation has become more complex in recent days! Break it down into small pieces to make it clearer for you and your employees. Then, communicate the important tasks that will help achieve your vision, indicate the tools at hand and the new expectations to your employees. Keep them informed to bring maximum clarity! You will lower the stress level and promote confidence among your troops.

4. AGILITY Instead of being rigid in the face of the unexpected, adapt and be open. In this way, you will adjust to this new temporary reality instead of suffering it. Bring your team to do the same through your leadership. Together, be flexible in your actions. For example, if you haven't already, adopt teleworking and if possible, change the method of purchasing your products/services such as online commerce, reduced hours, etc. Above all, try to find local suppliers and partners to support our economy!

Next, to better prepare for any eventuality, make a list of hypothetical scenarios and potential solutions. For example, if the COVID-19 lockdown continues for several more weeks, what will you do? When operations resume, who will be called to work? Will you hire staff? Will you train your managers on crisis leadership? Will you offer new services and products? Multiplying your options will help you get ahead despite the ambiguity of the situation.

Have confidence in tomorrow

When you integrate these concepts into your crisis management and look at them with fresh eyes, you are one step ahead in adapting your business and seizing new opportunities. See how much they exist when we are open to change rather than rigid.

I would also like to remind you that this situation is temporary and that great innovations have occurred during a crisis or change such as we are currently experiencing.

As Vaclav Havel so aptly put it:

Now what will you do?