VUCAP helps Boards and Executive teams add value to their organisations by managing complex problems.
We assist by drawing insights from both internal and external data.
These insights are presented to directors and the executive team visually and with context, so as to improve governance, develop strategy, reduce risk, and increase value.
Our Key Focus Areas:
Change Management | Mergers & Acquisition Implementation | Business Restructuring | Strategy Design & Execution
For the best, most ethical decisions to be made, decision makers must have a broad spectrum of information in order for those decisions to be informed.
Whilst seeking this breadth, it's important to humble ourselves to know that there is always more that we may simply not know and we make decisions with what we have.
Both logos aim to capture this by using the colours of the visible spectrum. This reminds us to seek knowledge as broadly as we can. However, just as with the visible spectrum there is always more that we simply can not see but we need to exist and make decisions anyway.
Circles or Dashes
The circles were chosen to demonstrate completeness around each one of the words that make up our philosophical view of the challenging business landscape.
The dashes aim to communicate the same message but by showing the underpinning nature of wisdom
Wisdom is able to underpin and safeguard us from the difficulties of operating in Volatility, Uncertainty, Complexity and Ambiguity at the same time being the underpinning of Phronesis.
What does V.U.C.A.P. stand for?
The acronym, VUCA, was first used in 1987 to describe or reflect general operating conditions. The term draws on the leadership theories of Warren Bennis and But Nanus.
VUCA was subsequently introduced by the U.S. Army War College to describe the world (general operating conditions) as a result of the end of the Cold War. By 2002 the term was beginning to be used in strategic leadership discussions and reflections. Moving away from being a primarily military and political view of the world, Volatility, Uncertainty, Complexity and Ambiguity are now commonly used to describe the environment in which we find ourselves carrying out business operations.
A key difficulty with a VUCA world is that problems are defined as wicked (as supposed to tame). This means that technical solutions can easily fall short or, solve one problem only to create more problems elsewhere.
We argue that to navigate a VUCA world, we must develop Phronesis. The term Phronesis comes from Ancient Greek and was proposed by Aristotle to be the highest intellectual virtue.
We describe Phronesis as virtuous practical wisdom (it just gets things done, sustainably and without harm).