How we adapted and succeeded during crisis

How we adapted and succeeded during crisis

At the beginning of the year, no one would have guessed that the theorists of the VUCA model would receive such a prompt and unexpected validation. March 2020 had a double meaning for everyone: for the social realm it meant the beginning of COVID-19 pandemic and the establishment of quarantine, and for the individual, the beginning of several behavioral changes and work routines. In other words, we have entered the “new normal”.

What VUCA stands for
VUCA stands for Volatility, Uncertainty, Complexity & Ambiguity, and from March until now, every organization has had to find a way to reinvent itself on the fly to reduce the impact of the unexpected event on business. The biggest challenge for the management of any organization was the informational asymmetry management (not much was known about the virus or how long it will last until the situation stabilizes) and rethinking the main business indicators (moving from the best case scenario to worst case scenario).

The look and feel of the ‘new normal’
March 16, 2020 stays as the reference date for entering the ‘new normal”: the beginning of lockdown and digital work or work from home. Basically, the new reality legislation forced all IT organizations to switch their activity online, partially, or totally, which had a significant impact on their internal culture. Everything that was familiar to me until that point was put on hold and change management suddenly became the new ‘business as usual’.

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