Brigadier General George Forsythe, Karen Kuhla and Daniel Rice

VUCA is the name of the game for many corporate leaders. Five of them share their strategy for leading in an uncertain and volatile environment.

VUCA stands for volatility, uncertainty, complexity, and ambiguity. Six corporate leaders says they’re seeing all aspects of it.

Tech advancements, competition, regulations and globalization are accelerating the rate of change and placing enormous demands on business to be more agile and responsive to new market forces. Here's what companies are doing to adapt.

This article focuses on how CEOs ensure that employees and organizational leaders are developed to meet the demands of a dynamic environment.

Here, CEOs describe their business environment and discuss how they are leading their companies to thrive in the face of massive disruptions.

Here, we turn to the CEO’s role in creating and sustaining an organizational culture that leads to adaptation and responsiveness.

This article illustrates what VUCA looks like from the CEO’s perspective, highlighting specific disruptors—technology, competitors and market forces—that are impacting companies.

The U.S. Army coined the acronym VUCA (Volatile, Uncertain, Complex and Ambiguous), in the 1990s to describe the post-Cold War operational environment. It applies to businesses today in many ways.