Management is a renewed living science, constantly evolving to cope with the variables of the age, and sometimes future developments can be predicted through scientific methods and administrative tools that fall under the foresight of the future and planning scenarios. Among the modern concepts in management is the concept of VUCA or "Foca", which is an abbreviation of four words as follows: Vitality Volatility, Uncertainty Uncertainty, Complexity Complexity, Ambiguity Mystery. The most difficult of the four words, and what is closer to the reality that the world is living now, and may continue in it for years and decades to come.

The term appeared among the theories of leadership in the late eighties, and was used extensively in the military corridors, especially in the United States, and then reappeared in abundance in the last ten years, and may have strengthened the current conditions of "Covid-19", the developments of the fourth industrial revolution, and what happened to the world, From the concept of «Fouca», and there are a lot of conferences, training courses and literature dealing with it, of course, understanding the data of what is going on in the world will help in finding practical solutions.

Writer Bob Johansen, in his book "Leaders Building the Future", reviews ten skills that future leaders will need to constantly learn and improve, in order for them to successfully deal with volatility, uncertainty, complexity, and ambiguity. These skills are summarized in the ability to explore and focus on strengths of strength. Close cooperation with others to reach practical solutions. Clarity of vision, and this needs clarity of mind in order to see things for what they are, and therefore in order for us to think and plan, there must be a clear vision. Turning challenges into opportunities, and this requires creative thinking. Instead of complaining and frustration, every trial has a grant, and we have to think carefully about what this grant is in these difficult circumstances. The immense ability to learn, especially dealing with new data, taking risks in trying new things, and venturing into new environments and circumstances. Learning from nature, going back to basics, and despite the simplicity of this skill, it is extremely important. Avoid polarization, and try to get others to turn around, away from the polarity. Transparency and the ability to open up to others, without exaggerating self-promotion or exaggerating self-esteem. Ability to quickly design and present prototypes of material or intellectual innovations, while understanding that success may be preceded by some failure. The smart use of technology, and making use of it to form successful business relationships in a short time. Innovation and co-production, by working with others, balancing cooperation and competition.

These features and skills may seem easy, but they are really very difficult, perhaps complex, and require a lot of work and investment in individual, institutional and governmental learning.


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