In the first part of this series, we explored the shift from traditional top-down leadership to a more collaborative, collective model in the face of uncertainty. However, the question remains: how do CEOs take these initial steps toward shared leadership and translate them into sustainable, effective practices across their organizations?
Today’s leaders face a world that’s anything but predictable. Volatile, uncertain, complex, and ambiguous (VUCA) environments are the new normal, demanding a shift in leadership that goes beyond strategy alone.
In today’s volatile, uncertain, complex, and ambiguous (VUCA) world, many worry that by the time a strategy is built, the world will have already moved on and the strategy itself will be outdated before it’s even launched. Many articles explore the idea that the pace of change has outpaced the discipline of strategy—though (spoiler alert) they always circle back around to reaffirm the necessity of strategy.
Here’s something I often hear from clients and connections in the strategy space: “Brooke, you always hate on ‘value statements’ as strategy. But values are important, right?”
“Our strategy was great, but the team never implemented it properly.” “Our strategy was just too far ahead of its time, and the market wasn’t ready.” “Our strategies would have performed super well in the market, if only the Board would have authorized the resources we needed.” Heard anything like that before? ☝️
