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News18
a day ago
- Business
- News18
How PM Modi Overcame Volatility, Uncertainty, Complexity & Ambiguity
Last Updated: One of the most significant achievements of Modi's third term is the robust economic growth India has sustained despite global geopolitical headwinds VUCA, an acronym for Volatility, Uncertainty, Complexity and Ambiguity, is a framework used to describe the challenging and rapidly changing environment in which organisations and individuals operate. It originated in the military sphere but is now widely adopted in business, economics and politics. Clearly, the world today is in the grip of VUCA more than ever before. Few global leaders have showcased the will or ability to overcome VUCA. However, Narendra Modi not only overcame VUCA, but did so with elan. On June 9, 2025, Prime Minister Narendra Modi will have completed one year of his historic third term as India's duly elected Prime Minister, a feat unparalleled in India's history. One of the most significant achievements of Modi's third term is the robust economic growth India has sustained despite global geopolitical headwinds. In the first 100 days of Modi 3.0 alone, investments worth Rs 15 lakh crore were committed, signalling strong investor confidence in India. In the last 11 years, over 17.9 crore jobs have been added as per RBI-KLEMS data, with an average job growth of 36%. Between FY12 and FY23, extreme poverty in India fell from 27.1% to just 5.3%. Kashmir to Kanyakumari is now a reality for the railway network. Generations in J&K spent their lives waiting for rail connectivity, but today, be it the Chenab bridge or the Anji bridge, they are gateways to the prosperity of Jammu & Kashmir. Atal Tinkering Labs have incubated over 3,500 start-ups, supported over 1,000 women-led start-ups and created over 32,000 jobs, fuelling the spirit of youth entrepreneurship. India registers four start-ups every hour, with funding increasing 15 times, incubators growing seven times and investors increasing nine times, showcasing an ecosystem that nurtures youth-led ventures. One in every 10 unicorns globally was born in India last year, with 118 unicorns created, highlighting India's rising prominence in the global start-up ecosystem. Nearly 50% of recognised start-ups are based in Tier 2 and 3 cities, generating 68 lakh jobs in the last six years. India is rewriting the rules of innovation by opening up critical sectors like space and defence to private players; in the defence sector, 92% of contracts worth Rs 1.68 lakh crore now go to Indian companies. Needless to add, PM Modi's focus on empowering the youth and their scientific temper has paid rich dividends. Urban India has transformed with over 4,576 cities having achieved ODF status. Dignity and hygiene are no longer a privilege – they are a right. Solid and liquid waste management now covers over five lakh villages. Over 10 lakh homes now receive up to 300 units of free electricity per month and the government is saving Rs 75,000 crore annually. With over 36.87 crore LED bulbs distributed under UJALA, families are saving Rs 19,153 crore each year. Emissions are down by 3.87 crore tonnes of CO₂ per year. Clean energy isn't just green – it's pro-poor. Jal Jeevan Mission brought water to the doorstep of millions. There has been a 380% increase in households with tap water connections, from 3.23 crore to 15.64 crore households, in the last few years. Direct Benefit Transfer (DBT) has eliminated middlemen and leakages. Over 1,200 schemes now use DBT, with Rs 44 lakh crore transferred directly to bank accounts of the needy. With the PM Garib Kalyan Anna Yojana, over 81 crore people have received 5kg of free food grains every month since the pandemic. No one went hungry, not even during the darkest days of the pandemic. PM Ujjwala Yojana has transformed kitchens and lives, with over 10 crore LPG connections. PM Mudra Yojana gave wings to dreams. Over 52.5 crore loans worth Rs 33 lakh crore were given to small businesses, with 68% of them to women. The Jan Suraksha schemes have brought social security to every doorstep. Over 51 crore people are enrolled under PM Suraksha Bima and 23 crore under PM Jeevan Jyoti. Insurance is now for everyone, not just the privileged. The Saubhagya scheme electrified nearly three crore households. For millions, darkness turned to light. Power wasn't just infrastructure – it was hope. Under the Deen Dayal Upadhyaya Gram Jyoti Yojana, 19,000 remote villages were electrified. The mission of 100% village electrification was completed within four years. Under Modi's farmer-first vision, Rs 3.7 lakh crore reached beneficiaries via PM-KISAN, 25 crore soil health cards have been issued, Rs 1.75 lakh crore insurance claims settled, 1,473 mandis linked via eNAM and MSP has been raised by at least 50% over and above the cost of production. Over 7.9 lakh tonnes of produce moved through over 2,300 Kisan rail services. Agricultural exports crossed Rs 4 lakh crore in 2023-24, doubling in 10 years. Farmers are going global. The Rs 1 lakh crore Agriculture Infrastructure Fund led to modern warehouses, cold chains, and better rural logistics – farmer earnings now last beyond harvest. Over 10,000 FPOs (Farmer Producer Organisations) were formed to boost collective bargaining and market strength. PMMSY and Sagarmala projects created better harbours, cold chains, and market linkages. The Blue economy also got a bold push. Rashtriya Gokul Mission conserved indigenous breeds, supported desi dairy development and gave livestock rearers new hope. India is now the world's largest milk producer thanks to mission-mode support, better fodder, and strong veterinary infrastructure. Twenty-four Mega Food Parks came up across India, linking farmers with industry. From 17.6 lakh direct jobs by over 1.6 lakh recognised start-ups to 1.6 crore youth trained under PMKVY and a massive rise in medical seats, this last decade under Modi wasn't about promises, but about possibilities turned real. Since 2014, new IITs and IIMs have opened nearly every year. India witnesses a new university coming up every week and a new college every day, expanding quality higher education. India has opened the gates of global research through the 'One Nation One Subscription' initiative. Now, over 1.8 crore students, researchers, and faculty members across the country have access to more than 13,000 prestigious journals from 30 leading international publishers. This is a massive step in democratising knowledge and fuelling innovation across every classroom and lab. The number of IITs grew from 16 to 23, IIMs from 13 to 21 and AIIMS from eight to 23, marking significant growth in premier institutions for tomorrow's leaders. The number of medical colleges and MBBS seats has more than doubled since 2014, increasing from 51,348 seats to over 1.18 lakh, ensuring a stronger future healthcare workforce. India's higher education is booming with 574 new universities established and 13,461 new colleges established, expanding learning opportunities for youth nationwide. Several first-ever educational milestones have been achieved: forensic university, rail and transport university, AIIMS in the North-East, medical college in Silvassa and Central university in Ladakh. With over 10,000 Atal Tinkering Labs and over 12 lakh innovation projects, more than 1.1 crore students are actively engaged in innovation and creative problem-solving. The Make in India initiative, which celebrated its 10th anniversary in 2024, has been another cornerstone of PM Modi's economic success. The Modi government's emphasis on infrastructure, including the construction of a mega port at Wadhawan in Maharashtra and initiatives to connect 25,000 unconnected villages to road networks, is noteworthy. Modi's third term has continued to prioritise social welfare. Ayushman Bharat, the world's largest healthcare programme, now covers over 50 crore Indians, providing affordable and quality healthcare to the poor and neo-middle class. The Lancet has lauded the scheme. With 73% of houses being owned or co-owned by women, the PM Awas Yojana has been a game-changer. Between 2014 and 2024, over 4.2 crore houses were sanctioned and in June 2024, the Cabinet approved assistance for an additional three crore rural and urban households. Modi's third term has also placed a strong emphasis on environmental sustainability. India is on track to achieve its ambitious target of 500 gigawatts of renewable energy by 2030. Key initiatives like PM KUSUM and PM Surya Ghar have empowered farmers and households by promoting solar energy adoption. The National Green Hydrogen Mission is another forward-looking step, focusing on alternative energy sources to reduce fossil fuel dependency. The BioE3 policy, approved in 2024, supports high-performance biomanufacturing to achieve net zero goals. Mission Mausam, with a Rs 2,000 crore budget, seeks to enhance weather and climate forecasting by 2026. At the COP26 conference, Modi announced India's target of carbon neutrality by 2070, earning praise from environmentalists for bold climate action. India's achievement of 10% ethanol blending well ahead of schedule further underscores PM Modi's commitment to sustainable energy practices. The Anusandhan National Research Foundation (ANRF), backed by a Rs 50,000 crore allocation from 2023 to 2028, is a landmark initiative to bolster scientific research. By providing resources to scientists and reducing barriers, ANRF aims to promote localised solutions to global challenges. No PM before him paid as much attention to promoting scientific temper and innovation as Modi has. The introduction of the Samanvay platform to combat cybercrime, along with the Cyberdost mobile app and plans to train 5,000 cyber commandos over the next five years, reflects the Modi government's commitment to leveraging technology for national security. These initiatives are critical in addressing the growing threat of cyberattacks in an increasingly digital world. With almost 19 billion transactions worth over Rs 25 lakh crore every month via UPI, digital India under Modi has redefined the very concept of e-commerce, ease of business and ease of living for commoners. The successful hosting of the G20 Summit in 2023, carried forward into 2024, showcases PM Modi's ability to shape global agendas. India has already become the world's fourth-largest economy, overtaking Japan, with India's average GDP growth of the last four years at a healthy 8.25%. Modi's call for the International Day of Yoga at the United Nations, which received overwhelming global support, has promoted India's cultural heritage and wellness practices worldwide. Last but not least, the 'Beti Bachao Beti Padhao' initiative is transforming India. For the first time ever, there are more women than men in the sex ratio of India's total population, with 1,029 women for every 1,000 men. In 11 years, PM Modi's vision has turned the tide for our daughters – because they deserve nothing but the best. Sanitation today stands as a symbol of safety, dignity and empowerment for Nari Shakti. In 11 years, India became open defecation free, built over 12 crore individual household toilets and 2.49 lakh community sanitary complexes. India's future in science belongs to women. With initiatives like Vigyan Jyoti, the WISER Scheme, STEM, and CURIE, the last 11 years have nurtured aspirations of women in science and technology. Over 55.7% of the 55.44 crore PM Jan Dhan Yojana bank accounts belong to women. Sukanya Samriddhi Yojana has benefited over 4.2 crore young girls. Speaking of women's safety, it is commendable that 747 FTSCs are now operational. Four hundred and six dedicated POCSO Courts are working to conclude pending cases of rape, while the POSCO Act has been strengthened. Maternity leave has been extended from 12 to 26 weeks, Sainik Schools are now open to girls, 17 women cadets have graduated from the National Defence Academy and Permanent Commission has been granted to women officers. top videos View all Rural women are now scripting a new chapter with help from schemes like Lakhpati Didi and Drone Didi. From drones to SHGs, women are no longer waiting – they're taking charge of India's growth and turning dreams into unstoppable realities. PM Modi's mantra of 'Beta Beti, Ek Samaan' (son and daughter are equal) has resonated across the nation, encouraging societal shifts toward gender equity. Sanju Verma is an Economist, National Spokesperson for BJP and Bestselling Author of 'The Modi Gambit". Views expressed in the above piece are personal and solely those of the author. They do not necessarily reflect News18's views. tags : narednra modi Location : New Delhi, India, India First Published: June 09, 2025, 16:48 IST News opinion Opinion | How PM Modi Overcame Volatility, Uncertainty, Complexity & Ambiguity
News Lens
02-06-2025
- Business
- News Lens
Thinkers50創新大師希娜．艾恩嘉來台，解鎖創新六步驟，助企業創新突圍 - TNL The News Lens 關鍵評論網
創新大師希娜．艾恩嘉來台演講，分享「破框思維」的創新六步驟，並與台灣產學界領袖對談，探討如何在VUCA時代有效創新。論壇資訊請參考官網。 面對快速變遷的全球局勢，台灣企業如何有效激發創新動能，突圍升級？ 天下雜誌與玉山金控攜手舉辦的第十二屆「國際大師論壇」，將於2025年6月24日在台北國際會議中心隆重登場，邀請到Thinkers50創新大師希娜．艾恩嘉（Sheena Iyengar）重磅來台灣演講，分享有成效的創新方法。 艾恩嘉是哥倫比亞大學商學院教授，研究決策與創新30年，實務經驗豐富，顧問服務的企業包括Google、Deloitte、Bloomberg等跨領域頂尖國際企業，是備受推崇的創新管理大師。 告別天馬行空與無效激盪：一套務實的創新六步驟 面對當前變化快速（Volatility）、不確定性高（Uncertainty）、複雜（Complexity）、模糊（Ambiguity）的VUCA環境，舊有的思維模式往往難以應對。艾恩嘉的「破框思維」就是一套創造新選擇的有效創新方法。唯有透過能夠真正解決問題、創造價值的創新，企業才能在充滿挑戰的市場中成功突圍，開創可持續的發展道路。 艾恩嘉強調，真正的創新並非漫無目的的發想，而是一套有系統、可執行的流程。她的新書《破框思維的技術》提供一套務實創新方法，從「選定問題」到「第三視角驗證」分為六個步驟，協助企業精準鎖定問題核心，拆解複雜挑戰，並透過比較多方需求、搜尋多元解方組合等環節，有條理地創造出真正能解決問題、帶來價值的創新方案。這套方法引導決策者在眾多可能性中做出「有效選擇」，避免資源浪費在不切實際的點子上。 重量級對談激盪創新火花：產學界領袖共探破框之道 本次論壇除了艾恩嘉教授的主題演講外，更邀請台灣創新經驗豐富的產學專家與艾恩嘉教授共同激盪，包括玉山金控及玉山銀行董事長黃男州、Appier執行長暨共同創辦人游直翰與台科大資訊管理系特聘教授盧希鵬。 這場跨界對談將從不同角度切入，分享「破框思維」在企業實務、科技創新與學術研究上的應用與價值，勢必為與會者帶來更豐富多元的啟發。 關於國際大師論壇：與全球頂尖思想家面對面交流 自2012年起，天下雜誌與玉山金控共同舉辦的「國際大師論壇」持續為台灣企業引進全球領先的管理思維，助力企業提升競爭力，掌握未來發展的關鍵。 本次國際大師論壇聚焦於「破框思維」的核心——創造「有效選擇」的創新，邀請到艾恩嘉教授及其領銜的重量級與談人，正是希望幫助台灣企業管理者掌握在當前環境下至關重要的創新思維與實踐方法 論壇資訊 論壇時間：2025年6月24日 14:00-16:30 論壇地點：台北國際會議中心 三樓大會堂 論壇官網： 責任編輯：Joanna核稿編輯：楊士範
Fast Company
18-05-2025
- Business
- Fast Company
What is VUCA? How to manage in an increasingly unstable world
The headlines scream it daily: Markets are fluctuating wildly, AI is transforming entire industries overnight, supply chains are fracturing, and the workforce is reshuffling at unprecedented rates. According to the World Economic Forum, 78 million new job opportunities will emerge by 2030, but this comes amid massive workforce transformation, with 77% of employers planning upskilling initiatives while 41% anticipate reductions due to AI automation. All these moving parts are playing out against a global background of financial insecurity, war, climate change, and political disruption. The age of anxiety Welcome to the age of VUCA—volatility, uncertainty, complexity, and ambiguity—a concept adopted by the military to describe post-Cold War conditions but now perfectly capturing our business landscape. And here's the brutal truth. We're facing this unprecedented VUCA while collectively and perfectly depleted from the trauma of the past five years. A recent American Psychiatric Association survey reveals that 43% of U.S. adults feel more anxious than they did the previous year, with 70% particularly anxious about current events. Research from meQ also finds that depression and anxiety rates are more than four times higher for people who feel least prepared for change. This isn't another challenging period to weather. Chaotic change isn't a bug in the code we can just rewrite. It's a fundamental feature of our era, requiring a complete reinvention of our relationship with change itself. Why the U in VUCA Hurts So Much Right Now In a word, trauma. The pandemic threw us into societal trauma at a level few of us had ever known. Unlike normal adversity, where mental health improves once the challenge passes, the pandemic created persistent mental health issues that have worsened even after the acute phases passed. When it comes to mental health, trauma has a long tail. The pandemic delivered a perfect storm of traumatic conditions: Chronic and unrelenting. Rather than a sharp, short crisis, it dragged on with no clear endpoint. Pervasive impact. It transformed every aspect of life simultaneously—work, relationships, health, finances. Global with no escape. You couldn't get on a plane to avoid it. Beyond our control. Individual actions had minimal impact on the overall trajectory. Shifting goalposts. Vaccines were promised, then delayed; variants emerged; reopenings were followed by new lockdowns. Aversion to Uncertainty This roller coaster of false hope and disappointment forced us to experience unrelenting uncertainty, and even in good times, our brains hate uncertainty. In a 2016 University College London study, people experienced more stress and anxiety when facing a 50/50 chance of receiving an electric shock than when facing a 98% certainty of receiving that same shock. Uncertainty was more unbearable than guaranteed pain. This preference made evolutionary sense when stability increased the chance of survival. In today's business environment, it's a dangerous liability. The fight-flight-freeze responses that helped our ancestors survive short periods of uncertainty now paralyze us in boardrooms, strategy sessions, and daily decision-making. We are not yet equipped to handle the ongoing uncertainty of today's nonstop change. The New Approach to Change I often describe our current relationship to change as abusive. Another disruption shakes us off course, and we think 'this time will be different,' but it never is. The resulting uncertainty plagues us as much as before, because we haven't changed our approach. Transforming our ingrained fear of uncertainty requires a process that rewrites our own relationship with change. We are then empowered to lead our teams and organizations through this era of VUCA without end. Step 1: Reject our old-fashioned beliefs about uncertainty and change We all have deep-seated beliefs about how the world should work. I call these Iceberg Beliefs because they're enormous and largely lie beneath the surface of our awareness. They often define how we react to change. Classic beliefs about change and uncertainty might sound like: ● 'If I keep my head down and work hard, certainty should be my reward.' ● 'Uncertainty is unbearable and unfair.' ● 'The more control I get, the better my life will be.' ● 'Steady as she goes wins the race.' ● 'Change is frightening. It should be resisted or ignored.' We have to discard these beliefs. For one, they're not accurate. While hard work helps achieve our goals, it brings no guarantee of certainty or constancy. Second, they frame VUCA in a way that's not useful. VUCA is happening to us all, and 'fair' has nothing to do with it. These beliefs push us to waste our time and energy fighting for an illusion of certainty that will never come. We must reject these naive Icebergs and replace them with beliefs that reflect reality and point to a path ahead. Step 2: Reinvent and reimagine our beliefs about uncertainty and change Reinventing our relationship with change means rejecting old and tired thinking and constructing new belief systems. We can ease into this by first endorsing beliefs that get us more comfortable with change. ● 'Not all uncertainty ends badly. There have been college applications, new jobs, and reorgs that turned out well.' ● 'I've been through change before, and most of the terrible stuff I worried about at 3 a.m. every night didn't actually happen.' ● 'I am powerless to change change, but I alone have the power to change my relationship with it.' Next, we can finally turn the tables on this abusive relationship by edging toward embracing change. We'll get there with beliefs like 'there is no growth without change' and 'every change brings opportunity.' We can also recognize that some of life's most exhilarating moments—falling in love, becoming a parent, getting a promotion, starting a new venture—involve profound uncertainty and change. Part of this work must include recalibrating our sense of what is under our control and mapping our sphere of control daily. Trauma distorts our sense of what we can and cannot influence. For example, during the pandemic, I found myself obsessively worrying about my elderly parents' health in Australia—something I had limited control over—while neglecting my children's online education happening right in front of me. I was systematically failing to control what I could because I was exhausted trying to control what I couldn't. Step 3: Lead your people through change With the threat of uncertainty neutralized and our beliefs about change and control starting to shift, we turn attention outward. How can we react to disruption more productively? And how can we successfully lead the people who count on us through VUCA? Practice a growth mindset These habits of mind help us see opportunities and stay focused through chaotic disruption. As leaders, we shift our teams' response to change when we approach challenges with principles such as: ● Abandoning perfectionism. ● Accepting inevitable mistakes. ● Reframing mistakes as progress to value. ● Encouraging creativity without judgment. We can also educate our managers in this new approach to change, and help them learn to coach their teams to do the same. When this training happens at scale, our entire workforce is much more equipped to navigate and accelerate through organizational changes. Adjust work to the demands of VUCA We can't lead like 'business as usual' when VUCA rules. However, with our greater resilience in the face of change, we can skillfully shift workplace expectations and norms to reduce VUCA's impact, thereby protecting growth and well-being as changes unfold. ● Reduce Volatile Processes. Slow processes down when possible. External forces put a ceiling on how much volatility you can control, but even small reductions help. The greatest athletes visualize the game in slow motion, while they respond in real time. Deal with one thing at a time rather than everything simultaneously. ● Reduce Uncertain Outcomes. While you can't eliminate uncertainty, take actions today that narrow the field of possible outcomes. That's why we try to exercise and eat healthfully. While never a guarantee that we'll dodge illness, it renders that uncertainty small enough to set aside for now. ● Reduce Complex Problems. Break problems into smaller pieces. Think of untangling yarn—start with one strand, simplify it, then move to the next. Organizations like NASA excel at this approach, breaking seemingly impossible challenges into manageable components. ● Reduce Ambiguous Information with Clarity. The U in VUCA is future-directed, while the A—ambiguity—is happening now. During change, people will fill information gaps with their Icebergs and fears. In my research, organizations that fare better during VUCA have transparency of process and open information. It's widely held in military circles that in a battle, communication is often the first thing to fail. By the time an organization is in VUCA, it's too late to develop lines of communication. Work now, preemptively, to build strategies to keep your people informed. The payoff is clear. Research at meQ shows that most change-ready, resilient, and supported employees are significantly VUCA-proofed, with rates of depression, anxiety, and burnout slashed by around 75% when compared with their less change-ready peers. Taking the Power Back from Change The ultimate reality? Periods of stability will become increasingly rare. The concept that we just need to get through this 'liminal time' before returning to normal is outdated. It's the brief periods of stability that are now liminal—unusual spaces between the predominant times of change, turmoil, and flux. Those who can adapt internally rather than demanding external stability will be best positioned to thrive. The pursuit of stability is a fool's errand, and what we're chasing is fool's gold. The only thing at stake is this: Our entire mental health, wellness, happiness, productivity, and performance. It's time to take back the power in our relationship with change.
Forbes
16-05-2025
- Business
- Forbes
From Off-Site To Insight: How To Make Smart Decisions In A VUCA World
Jason Richmond, Founder and Chief Culture Officer of Ideal Outcomes , Inc. Author of Culture Ignited: 5 Disciplines for Adaptive Leadership. Hinterhaus Productions 2016 I had to make a tough call. Our annual off-site was just a month away—an important four-day event that brought my top team together each year. But the sudden imposition of tariffs had plunged the business landscape into VUCA—volatility, uncertainty, complexity and ambiguity. Over the last decade, our organization had become skilled at navigating turbulence. We have weathered multiple storms and setbacks and evolved to be both agile and resilient. But now, looking ahead into another storm, I had to ask: Should we go ahead with the off-site, or was it wiser to postpone and redirect the time and financial commitments elsewhere? After a painful deliberation, weighing the pros and cons, I chose the latter. That decision sparked a deeper reflection on how leaders make decisions—especially when the stakes are high, and the future is murky. What are the practices that help executives consistently choose the winning path in a volatile world? The first step in any meaningful decision is revisiting your North Star—your mission, your values and your long-term strategy. Does the decision support your broader goals? Does it allow you to maintain your core purpose while navigating short-term disruption? In my case, even though the off-site had significant value, the choice to postpone better aligned with our need to remain lean and agile in an uncertain period. Engage Key Stakeholders Decisions made in isolation rarely stand strong. It's crucial to consult the people whose input matters most. For me, that meant direct, open conversations with our foundational 'big three' customers as well as the franchisees we support. I needed to know whether their plans for the year ahead were shifting. (They weren't, thankfully.) Still, the feedback reinforced my cautious approach. Input matters—but leaders must also retain ownership of high-stakes decisions. Communicate With Precision And Transparency The success of any decision hinges on execution—and execution depends on clear communication. Sharing the 'why' behind a decision builds trust and ensures alignment across the organization. I made it a point to acknowledge the disappointment of canceling the off-site, but I also clearly explained the rationale. Transparency isn't just a courtesy—it's a strategic necessity in times of change. Speed matters. But so does flexibility. Once a decision is made, you must identify next steps, assign ownership and monitor progress. That said, don't lock yourself in. Build in checkpoints to reassess and adapt if conditions change. In my case, I pivoted to launch a series of 90-minute virtual meetings that allowed us to tackle core priorities—from operational strategy to policy updates—while staying responsive to our shifting environment. Leaders who thrive in VUCA conditions don't just make a one-time decision, they course correct as needed. Embrace Every Decision As A Learning Opportunity Every decision is a chance to learn. Reflecting on whether postponing the off-site helped us reallocate resources sharpens our thinking in the future. Documenting lessons and celebrating smart risks strengthens the organization over time. Since my team of human capital experts provides organizational development and training, we hold ourselves to the same standards we offer clients. Walking the talk matters. Balance Data With Intuition A recent survey revealed that "data-driven organizations are three times more likely to report significant improvements in decision making compared to other firms that leverage data less." But data alone isn't enough. Intuition—shaped by years of experience, insight and judgment—also plays a vital role, especially when information is incomplete or ambiguous. "Laura Huang, an associate professor of business administration at Harvard Business School, reveals that gut feelings can in fact be useful, especially in highly uncertain circumstances where further data gathering won't sway the decision maker one way or the other." In my own decision, both logic and instinct played key roles. Lead With Optimism A global study of more than 17,000 individuals found that the number one attribute of most successful decision makers in a time of uncertainty is grounded optimism. David Tuckett, director of the Centre for the Study of Decision-Making Uncertainty at University College London, puts it this way: 'Effective decision makers possess a genuine belief that even if things don't go as planned, the eventual outcome will be positive.' As I told my team, 'We always need to operate as a positive, proactive, visionary organization, anticipating potential risks and not be a reactive company making short-term decisions.' Final Thoughts In navigating the turbulent waters of a VUCA environment, effective decision-making emerges as both an art and a science, blending strategic clarity, stakeholder collaboration and adaptive execution. Postponing our off-site was a difficult but necessary choice, reflecting the need to prioritize resilience over tradition. By balancing data with intuition, communicating transparently and embracing continuous learning, executives can navigate uncertainty with confidence. Effective decision-making not only addresses immediate challenges but also paves the way for long-term growth, encouraging a culture of agility and optimism that propels teams forward. Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?
Time of India
15-05-2025
- Business
- Time of India
Adapting communications for a VUCA world: ICS 2025
HighlightsArpana Kumar Ahuja, Executive Vice President and head of corporate brand and communications at Jindal Steel, emphasized the evolving role of communication in navigating the challenges of a volatile, uncertain, complex, and ambiguous world during her keynote address at the India Communication Summit 2025. Ahuja highlighted the shift from simple message transmission to 'meaning-making', advocating for compelling narratives that resonate with both employees and stakeholders, exemplified by Jindal Steel's 'Steel of India' campaign that fosters national pride and purpose. The three key skills identified by Ahuja for communication leaders in a VUCA environment are courage, clarity, and coherence, which she believes are essential for building trust and fostering connection within organizations. Arpana Kumar Ahuja , EVP and head of corporate brand and communications Jindal Steel began her keynote address at the seventh edition of the India Communication Summit 2025 by focusing upon the evolving role of communication in today's volatile, uncertain, complex and ambiguous (VUCA) world. Speaking to a gathering of communication leaders and brand custodians, Ahuja emphasised that communication transcends mere information transmission, advocating for connection, inclusion and mobilisation. She framed the VUCA environment not just as a challenge but as the core operating reality for communication professionals, demanding strong leadership capabilities to navigate corporate, societal, and geopolitical volatility. A central theme of Ahuja's address was the shift from simply pushing messages to actively "meaning-making." She underscored the importance of crafting compelling narratives that resonate both internally and externally, citing Jindal Steel's "Steel of India" brand narrative as an example of a campaign that successfully articulated the company's national purpose and pride, deeply connecting with its employees. Ahuja also stressed the critical role of communication in shaping organisational culture through stories, signals and symbols, emphasising empathy as a foundational element. In an era marked by disinformation and declining trust, Ahuja positioned consistency as the cornerstone of credibility. She recounted an instance from a previous organisation where transparency and acknowledging uncertainty built more trust than attempting to spin a narrative during a difficult restructuring. Furthermore, Ahuja highlighted the strategic importance of communication in value protection and business impact, particularly for listed companies. She argued that perception significantly influences valuation and that effective communication plays a crucial role in shaping investor confidence during critical moments like earning seasons and regulatory shifts. Ahuja asserted that communication is increasingly getting recognised as "leadership capital". To navigate the complexities of the VUCA world , Ahuja proposed three key shifts for communication leaders: from messaging to meaning-making, from campaigns to cultural signals, and from spokesperson to system builder. She emphasised the need to move beyond temporary slogans to enduring stories, to recognise that every communication touchpoint shapes culture and to build consistent and reliable internal communication systems that foster connection and trust. Finally, Ahuja outlined the "three C's" essential for leading communication in a VUCA world: courage, clarity and coherence, deeming them core skills for building trust, channeling empathy and moving organisations forward. She concluded with a personal reflection on her father's experience navigating uncertainty as an Indian Air Force veteran, underscoring that while communication tools evolve, the fundamental need for calm, clarity and courage under pressure remains constant for effective leadership.
