Navigating Organisation in Times of VUCA: Implications for the HR and OD Profession

Abstract This article addresses two vectors of VUCA interwoven in the narratives, a summary of personal theories about VUCA. Such theories are anchored and arise from experiential learning in my practice as HR/L&D and OD consultants over the past four decades. The implication for HR and OD profession is to consider their relevance when organisations navigate VUCA. Next is the culling out of the specific learning about HR and OD interphases that has worked in my experience, supported by examples and metaphors. The premise I put forward as conclusion are: In order to be at the centre stage of partnering with business, HR and OD have to complement and innovate new-age VUCA strategies. VUCA competencies with appropriate metrics are in the formative stage. The competencies are emerging from the real-time stories of consultants, companies and academia (TATA 26/11 and DuPont safety mandate). Only when HR and OD integrate and work together can the future of leadership or start-up entrepreneurs learn from their insights to ‘thrive in VUCA’