Why the agile mindset matters

Eilers, Karen; Simmert, Benedikt; Peters, Christoph; Leimeister, J. M.

doi:10.1016/j.techfore.2022.121650

Cited by 31 publications

(48 citation statements)

References 92 publications

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“…Agility mindset. Agility is a set of skills and attributes that enable individuals and teams to swiftly and effectively adapt to changing circumstances, respond to challenges and seize opportunities (Eilers et al, 2022). Agility is characterised by the ability to be flexible, responsive and resilient in the face of uncertainty, complexity and rapid change.…”

Section: Resultsmentioning

confidence: 99%

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A VUCA-ready workforce: exploring employee competencies and learning and development implications

Shet

2024

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PurposeThe author aims to develop an employee competency framework for a volatility, uncertainty, complexity and ambiguity (VUCA) environment and propose learning and development (L&D) interventions for organisations and employees to develop competencies for thriving in a VUCA environment.Design/methodology/approachThe framework synthesis method was used to determine employee competencies that are essential in a VUCA world.FindingsThe author identified 10 competencies that are essential for employee development in a VUCA world. The author categorised these employee competencies as cognitive (cognitive flexibility, agility mindset and personal ambidexterity), cross-cultural (cross-cultural intelligence and cross-cultural collaboration), analytical (creativity and complex problem solving) and personal effectiveness competencies (personal resilience, continuous learning and adaptive mindset).Practical implicationsThe proposed competencies could be used for the personal development of employees and organisations. The VUCA competency framework developed in this study includes behavioural dimensions for each competency, which could be used in self-assessment, recruitment and selection and talent and performance management. Furthermore, the author proposes L&D interventions required for developing these competencies. Overall, this study contributes to human resources (HR) development in the VUCA era by proposing the development of specific individual competencies as necessary conditions for survival and growth.Originality/valueVUCA competencies empower employees to not only survive but also thrive in an unpredictable and rapidly changing world. By incorporating these competencies in L&D interventions, organisations can help employees develop the necessary competencies to thrive in a VUCA environment, thus contributing to their personal and organisational success.

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Section: Resultsmentioning

confidence: 99%

“…Agility is a set of skills and attributes that enable individuals and teams to swiftly and effectively adapt to changing circumstances, respond to challenges and seize opportunities (Eilers et al. , 2022).…”

Section: Resultsmentioning

confidence: 99%

A VUCA-ready workforce: exploring employee competencies and learning and development implications

Shet

2024

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“…The VUCA approach is a more visionary view of the company’s future, both in terms of managers and leaders. We highlighted the importance of managers in a VUCA environment (cf., Giones et al , 2019; Baran and Woznyj, 2021; Eilers et al , 2022; Zhang-Zhang et al , 2022), who are required to adapt to changing conditions and thus innovate, lead and respond to changes in the market (Teece, 2018). We have expanded knowledge related to the skills of managers under VUCA conditions.…”

Section: Discussionmentioning

confidence: 99%

Critical reflection on VUCA in tourism and hospitality marketing activities

Lubowiecki-Vikuk

Budzanowska-Drzewiecka

Borzyszkowski

et al. 2023

IJCHM

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Purpose This paper aims to provide an interpretative synthesis and critical reflection on the concept of “volatility, uncertainty, complexity and ambiguity” (VUCA) and its implementation in tourism and hospitality marketing activities and explain why it is useful and necessary. Design/methodology/approach This paper is based on a critical reflection research methodology which allows for a synthesis of data from the traditional narrative review and on the authors’ experiences and observations. Findings The volatile environments in which entities from the tourism and hospitality industry (T&HI) operate necessitate a redefinition of the rules for designing marketing activities. The VUCA concept may serve as the basis for these changes. Its implementation requires specific managerial skills enabling T&HI entities to use an agile marketing strategy. The latter should be based on a flexible and customer-centric approach. Practical implications This paper provides a VUCA framework for adapting marketing mix instruments to the rapidly changing hospitality and tourism industry. This paper also offers several useful guides for practitioners on different aspects of VUCA within the industry. Originality/value To the best of the authors’ knowledge, this paper is one of the first attempts to reflect critically on the possibilities of using the VUCA concept in marketing by the T&HI and contributes to the discussion about the conditions for its implementation. This paper offers suggestions about the dynamic competencies of tourism and hospitality managers (enterprise and leader oriented), which are essential when designing marketing mix instruments in line with the VUCA concept, and indicates directions for future research.

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“…Key considerations for fostering a culture of digital innovation include: Leadership commitment and sponsorship are essential for driving cultural change, fostering a mindset of innovation, and empowering employees to experiment, take risks, and challenge the status quo. Cultivating an agile mindset characterized by adaptability, collaboration, and continuous learning enables organizations to respond effectively to change, experiment with new ideas, and iterate on digital transformation initiatives (Eilers et al, 2022).…”

Section: Implementation Strategies For Digital Transformationmentioning

confidence: 99%

Digital transformation as a catalyst for business model innovation: A critical review of impact and implementation strategies

Henry Ejiga Adama,

Chukwuekem David Okeke

2024

Magna Sci. Adv. Res. Rev.

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In today's fast-paced and highly competitive business environment, digital transformation has emerged as a crucial driver of organizational success. This paper presents a comprehensive review of the intersection between digital transformation and business model innovation, examining the impact and implementation strategies associated with this transformative process. The study begins by elucidating the concept of digital transformation and its significance in reshaping traditional business models. It explores how advancements in digital technologies, such as artificial intelligence, big data analytics, and the Internet of Things, have revolutionized various aspects of business operations, including customer engagement, operational efficiency, and revenue generation. Furthermore, the paper critically evaluates the impact of digital transformation on business model innovation, emphasizing the need for organizations to adapt and evolve in response to changing market dynamics and consumer preferences. Through a systematic analysis of relevant literature and case studies, the study highlights the key drivers, challenges, and opportunities inherent in leveraging digital technologies to drive business model innovation. Moreover, the paper examines different implementation strategies adopted by organizations to effectively integrate digital transformation initiatives into their existing business models. It discusses the importance of strategic planning, organizational culture, and leadership commitment in driving successful digital transformation initiatives. Overall, this critical review contributes to a deeper understanding of the role of digital transformation as a catalyst for business model innovation. It provides valuable insights for practitioners, policymakers, and researchers seeking to navigate the complex landscape of digital disruption and capitalize on emerging opportunities for organizational growth and competitiveness.

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Why the agile mindset matters

Cited by 31 publications

References 92 publications

A VUCA-ready workforce: exploring employee competencies and learning and development implications

A VUCA-ready workforce: exploring employee competencies and learning and development implications

Critical reflection on VUCA in tourism and hospitality marketing activities

Digital transformation as a catalyst for business model innovation: A critical review of impact and implementation strategies

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