DDI Suggests Thai Leaders to Arm 4 Skills to Handle VUCA Challenges for Upcoming AEC

DDI Suggests Thai Leaders to Arm 4 Skills

to Handle VUCA Challenges for Upcoming AEC

             DDI, a global talent management consultancy teams up with The Conference Board, an independent business membership and research association in USA, to reveal the latest research on “Working Within the VUCA Vortex” which suggests Thai corporate leaders to have 4 vital skills to handle upcoming challenges and get ready for the effectiveness of ASEAN Economic Community by the end of this year.

Standing for Volatile, Uncertain, Complex and Ambiguous, VUCA means situations that organizations and their leaders could not predict what will be coming so each organization should stay alert and prepare themselves for ever-changing situations to avoid effects in terms of business and human resources management.

Mr. Nitiphan Phanwiroj, Business Development Director, DDI-Asia/Pacific International, Ltd., noted “According to the latest research ‘Working Within the VUCA Vortex’ which indicates that experts on human resources management from many business organizations viewed that their leaders are not competent to handle situations that are volatile (40%), uncertain (32%), complex (36%) and ambiguous (31%). Only 18% of respondents are confident on their leaders’ competencies.”

A problem found in most business organizations is an inability to see opportunities and effects of changes which they deem as distant issues. Actually, the VUCA concept has had a long history and it suggests that good leaders should see opportunities, challenges and increase revenues for business. Moreover, organizational leaders should prepare for any situations which will take place when Thailand ventures into a much bigger market in AEC by the end of this year.”

Therefore, Thai leaders should arm themselves with 4 vital skills including 1. Managing and introducing change – leaders should be competent in management, anticipating situations while providing suggestions and knowing how to manage those who are against the better changes 2. Building consensus and commitment – forming teams or convincing staff to see the same direction as their leader so they will understand a situation that needs new working models or methods 3. Inspiring others toward a challenging future vision – a leader must be able to develop teamwork and explain the promising results 4. Leading across generations – a leader must stay alert and know how to manage multi-generation staff or optimize the multi-model management, especially the new generation who are ready to find new jobs.

Mr. Nitiphan concluded, “Our viewpoints on getting organizations leaders ready for AEC are divided into 6 steps including 1. Business Agility 2. Strategic Workforce Planning 3. The Pursuit of Readiness 4. Gathering & Using Data 5. The Learning Organization 6. Talent Management Sustainability as we believe these traits belong to competent leaders so they can anticipate the effects of uncertainties towards business plans. Moreover, they must be able to run organization, manage human resources and know how to lead organization through the worst scenarios.”

About Development Dimensions International (DDI)

Founded in 1970, DDI is a global talent management consultancy that helps companies transform the way they hire, promote and develop their leaders and workforce. DDI’s expertise includes designing and implementing selection systems and identifying and developing frontline to executive leadership talent. Clients include half of the Fortune 500 and multinationals doing business across a vast array of industries from Berlin to Bangalore and everywhere in between. We serve clients from 42 DDI-owned or closely-affiliated offices. www.ddiworld.com