“Today we are again in the early stages of defining a new age. The very underpinnings of our society and institutions – from how we work to how we create value, govern, trade, learn, and innovate – are being profoundly reshaped by amplified individuals. We are indeed all migrating to a new land and should be looking at the new landscape emerging before us like immigrants: ready to learn a new language, a new way of doing things, anticipating new beginnings with a sense of excitement, if also with a bit of understandable trepidation.” -Marina Gorbis The Nature of the Future: Dispatches from the Socialstructed World
Today’s leaders will need to become much more adept at test-driving our future, continually preparing their leadership and their organization for a much more VUCA World, one rife with…
Volatility of change,
Uncertainty of the future,
Complexity of systems,
Ambiguity of next steps.
For many, test-driving our future in a much more VUCA World will feel a lot like hydroplaning, where there is this overall sense that we have lost traction and our ability to effectively steer, brake and and retain power of control has abandoned us, while we continue to accelerate. Leaving us with this feeling that we are sliding uncontrollably into our future. Conditions under which we will have to make crucial decisions that will have far-reaching ramifications for the future of our leadership and our organizations.
Which will require some counter-intuity in how we steer our leadership and our organizations into this VUCA future.
Especially in this state of emergence we currently find our leadership and organizational systems, structures and processes entangled and struggling to pull free from, one of efficiency and sustainability. This emerging effort to escape the confines of more efficiency and sustainability, to a future squarely focused on greater effectiveness and adaptability.
In the midst of the changes and transformations we are currently and will face, we would be well to remember that efficient is not always effective, and effective is not always efficient, even though the gravitational pull of the past will tell us different. Learning to become more agile and adaptable as leaders and organizations often runs counter-intuitive to the systems, structures and processes that were created for the institutions and organizations of our past and present.
Designing different will be a necessity…
As Ray Kurzweil, author of The Singularity is Near shares, “What we spend our time on is probably the most important decision we make.” Which will require a much more proactive approach to the future, both as leaders and organizations. We must become much more interested in the design of things; our systems, our processes, our institutions, our organizations, and how we allow new ideas to not only infiltrate, but engage us in experimental and discovery learning that influences the next steps of that design.
We can choose to continually look forward in a linear and predictable manner, or we can learn to engage an ‘around the corner’ way of thinking and seeing our way into this future.
Because we do have a choice…
We can choose to turn into the turbulence of this unknown, volatile and accelerated future, or we can choose decelerate and pull over to the predictability and safety of the past. For many leaders and organizations, this is a choice that has determined a future of (gain) relevance, or one of (loss) irrelevance.
It is not only the pace and acceleration of change and transformation, but how these often exponential shifts effect how we lead and our organizations operate that makes us feel like we are hydroplaning uncontrollably into the future. Especially when we realize we cannot predict this future, no matter how hard we try.
But we can begin fore and future-cast it.
In the midst of the complexity and turbulence that this accelerated VUCA future produces, we can become much more adept at seeing patterns and determining the disparate dots that are in need of connecting, that will lead us forward in a much more effective and adaptable way. Seeing these patterns and dots emerge will allow us to better question and accelerate past the conventional wisdom that often keeps us confined to the same lane and same speed that we’ve always traveled.
And it begins with awareness…
Awareness of these patterns is paramount if we are to ever consider how we will begin to parallel pace these shifts, if we are to become much more adept at connecting the disparate dots that surround us. It will be those connections that will eventually lead us forward into the future in a much more creative and innovative manner.
Change begins with a thought, it morphs into an idea, and transforms with an action.
“To be a futurist, in pursuit of improving reality, is not to have your face continually turned upstream, waiting for the future to come. To improve reality is to clearly see where you are, and then wonder how to make that better.” -Warren Ellis