Okay, so the conclusion is that there has to be a balance between the 'tactical me' and the 'adaptive me'. The tactical purist who wants to see the proof of the business case every quarter and intervenes when the numbers give reason to do so, is doomed to help the business go to hell.
In between 2. AkzoNobel invested 15 million in participation in the Volvo Ocean Race. Halfway through October, one week before the start, chief skipper Simeon Tienpont was suspended, and part of the crew was replaced. Tienpont was said to have breached his contract with his company Steam. Tienpont went to the Dutch Institute. They agreed with him. Tienpont got back on the boat in Alicante one day before departure and started with his crew.
Here the tactical player clearly failed to connect with the adaptive player. 'Rules are rules', said the tactician, and Tienpont was suspended. 'But look at the circumstances', said the adaptive player through the Institute and Tienpont was allowed to return to his boat and sailed out of the port of Alicante. Without a navigator, a remarkable detail. Perhaps Akzo needed the navigator.
At the same time, a collection of only adaptive performers can be deadly for an organization. Autonomous teams are great, as long as they are clear about what The Big Plan is.
The insight now is that more space should be given to the adaptive performer, which is at the expense of the influence of the tactical performer.
And it has everything to do with VUCA.
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VUCA
VUCA is an abbreviation for: Volatile , Uncertain , philippines whatsapp number free Complex and Ambiguous . In other words, four characteristics of the increasingly angry outside world. A brief explanation.
Volatile, volatility
The term is mainly used in the investment world. It means mobile, fast changing. The observation is that everything around us changes faster than we are used to. The political landscape, terrorist threats, the ping-pong battle between the Rocketman and The Donald.
Uncertain
Uncertainty that can result from volatility. It takes courage to acknowledge that a company’s presented plans are full of uncertainty. The horizon of a plan cannot be more than a few years at most. “We don’t know for sure” is not a popular message at a New Year’s meeting. But it is truer than ever.