The term ‘VUCA’ has been used increasingly to describe the environment in which organisations operate today. VUCA stands for Volatile, Uncertain, Complex and Ambiguous. It is true that today’s world is vastly different to that of a few years ago, or even last year’s world. It’s also true that given technological development, artificial intelligence,
I’m sure at some stage in our lives, we’ve all been told that we need to “stand up for ourselves” and not let anyone push us around. Likewise, we’ve all likely been told to be polite, choose our battles or “go with the flow.” In the field of verbal self-defence (alternatively called conflict management,
Our world is more dynamic, fast-paced and interconnected than at any other time in human history. Artificial intelligence, automation, social media, global warming, civil unrest and pandemics are all things that we, as a society, now deal with on a daily basis.In such a VUCA – Volatile, Uncertain, Complex and Ambiguous – environment, one of
Intuition is an interesting concept. It’s something nearly all of us acknowledge the existence of. If you’re a spiritual person you might call it psychic, or a word from God, energy of the universe, etcetera. If you’re more of a scientifically minded sceptic, you might explain it through the lens of the reticular activating
How do you approach risk in your team and organisation? Do you look at risks in different areas of the organisation as separate, or are you busting silos and looking at risk holistically? Do you have an understanding of where security risk fits into the bigger corporate picture? If these questions are relevant to
Regardless of which sector your organisation operates in, you are likely to have some experience with eLearning. If you are a training provider, this might be a core component of your business. If you are not, then you have been exposed to eLearning through staff development and training programs, or other initiatives in your
Building good risk management practices means building individual decision-making from the ground up, and giving members of our organisation the awareness and knowledge to make better decisions in their personal and family life first. This will, without a doubt, reflect in better decision-making at work. You can read more about this here and here.
We all play different roles at different times – parent, friend, employee, leader, employer, manager, partner, spouse, etc. But separating these is becoming harder and harder with technological advancement and globalisation. More and more, the lines between the three aspects of life – work, personal and virtual – are blurring, and even more so
Risk can be defined as the effect of uncertainty on possible outcomes. This means every decision, at every level of the organisation, has some level of risk to it. Effective decision-making lies at the heart of managing risk. And managing risk, now more than ever, is the responsibility of every individual within an organisation.
Recently Bloomberg Businessweek released an article highlighting Gilead Sciences Inc. in a rare example of foresight amidst the global COVID-19 pandemic. A Presilience® approach focuses foresight and proactively managing uncertainty, rather than reaction and recovery. Gilead’s investigational medicine, Remdesivir has been shown to aid in combatting a wide range of Coronaviruses, including MERS and
