Future of organizations: 50 actions to prepare your team (and yourself)!

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Future of Work & Society — Towards the quaternary economy

11 min readApr 7, 2024

In an increasingly unpredictable and anxiety-inducing future, which some call VUCA and BANI (see below), the ability to act autonomously, intentionally, and adaptively becomes the sought-after grail by every employer in their employees. Behind this grail, we can talk about agency, a concept I’ve already covered in a previous article. But to make it more tangible, it’s interesting to break it down into several acts capable of decomposing this concept into 7 strategic elements for any organization. Let’s get you ready for the future :)

From VUCA to BANI: Keeping up with the pace!

For nearly 20 years, fashionable people have used the term VUCA to describe this somewhat crazy world. But recently, VUCA has given way to another acronym, BANI, relegating VUCA enthusiasts to the rank of innovation paleontologists. Yes, things move fast, and we need to keep up!

The term VUCA, an acronym for Volatility, Uncertainty, Complexity, Ambiguity, has long been used to describe the changing and unpredictable context in which organizations operate. For the more nostalgic, this concept originated in the 1990s, attributed to the American military to describe the multifaceted and unpredictable post-Cold War world. It was first adopted by the Army War College to characterize the challenges of the contemporary world that escape traditional frameworks of analysis. Quickly, this framework gained popularity beyond military circles, especially in the business, education, and leadership worlds, to describe an increasingly unpredictable and changing environment.

However, facing the evolution of global challenges and work environments, new conceptual frameworks have emerged to better capture the nuances of our era. One of the terms proposed to replace or complement the concept of VUCA is BANI, an acronym for Brittle, Anxious, Nonlinear, Incomprehensible. The term is attributed to American anthropologist and futurist Jamais Cascio in the early 2020s, in a context marked by increasing global crises such as the COVID-19 pandemic, climate change, and social unrest.

The BANI concept seeks to highlight the fragility of current systems, widespread anxiety about the future, the non-linearity of events (which do not follow a logical and predictable progression), and the incomprehensibility of phenomena, exacerbated by information overload and the complexity of global challenges. Where VUCA focused on context, BANI offers a perspective that more accurately reflects the feelings of uncertainty and dismay experienced by many people in these contexts. This framework aims to better equip individuals and organizations to face a world where old methods of management and planning are no longer sufficient.

It’s important to note that moving from VUCA to BANI does not imply abandoning the realities described by VUCA, but rather an extension to include new dimensions of our global reality. This underlines the need for more adaptive, resilient, and flexible approaches in managing organizations and preparing for the future.

Adapting through the ARIANES agency framework

The modern context demands that individuals and organizations be not only reactive but also ‘proactive,’ in the noble sense of the term. They must be able to anticipate changes, adapt quickly, and make informed decisions in often unpredictable situations. Agency, in this context, emerges as a critical skill, enabling effective action despite uncertainty.

Facing these challenges, the ARIANES framework proposes itself as a thematic program for the overall development of agency. An acronym for Absorb, Reflect, Interact, Act, Navigate, Evolve, and Support, ARIANES offers a structured approach to strengthen the capacity of individuals and organizations to operate successfully today and tomorrow. Each dimension of the framework guides towards a specific facet of agency, from preparing for future challenges to adapting and continuous learning in response to changing circumstances.

A — Absorb

Promoting learning within an organization means actively encouraging curiosity, the constant search for new information, engagement in a continuous education process, the ability to question what is known, as well as experimentation and creativity. This equates to cultivating an open mindset, always in search of new knowledge and ready to explore new possibilities.

As a manager, how can you engage someone on this path?

Encourage curiosity by prompting team members to ask questions and showing openness to receiving them.
Offer stimulating challenges, and allocate time for your team to regularly delve into unknown topics or projects.
Share inspiring resources, with articles, videos, and other content that stimulate thought and innovation.
Organize enriching activities, with conferences, creative workshops, or experience-sharing sessions that can inspire and motivate.
Support continuous training, and show your support by funding training that, while not directly related to your team’s main activity, contributes to their personal and professional development.
Be an example, and demonstrate by your personal example the importance of continuous learning.
Share your own learning experiences and the challenges you have faced.

R — Reflect

Cultivating reflection within organizations is essential to elevate the quality of our decisions and actions. This process involves rigorous analysis, careful evaluation of options, development of critical thinking, meticulous attention to details, as well as the ability to make relevant connections between different pieces of information. Reflecting before acting becomes a strategy to ensure the suitability and relevance of our choices while anticipating their long-term implications.

How, as a manager, can you encourage this practice?

Encourage reflective pauses by taking a moment to step back before diving into problem-solving.
Promote critical analysis by stimulating constructive debates within your team to clarify and decentralize perspectives.
Develop analytical skills by offering training and workshops focused on developing analytical skills, logic, and critical thinking.
Value attention to detail, with a meticulous and attentive approach to projects, in a positive manner.
Cultivate the connections between ideas by organizing brainstorming and mind mapping sessions.
Promote a culture of constructive but systematic feedback on all projects.
Apply these principles, and be a model in the practice of reflection and taking a step back.

I — Interact

The interaction dimension underscores the crucial importance of human connections and effective communication within organizations. It involves recognizing and valuing the richness of exchanges, collaboration, and empathy as the foundations of collective success. Cultivating a culture where interactions are fruitful leads to a more harmonious and productive work environment, fostering innovation and creative problem-solving.

How, as a manager, can you encourage enriching interactions?

Promote open communication and a climate of transparency where everyone feels comfortable sharing ideas, doubts, and feedback.
Value active listening, do not hesitate to train everyone (including yourself) in active listening, and pay attention to human details.
Facilitate cross-functional interactions, with meetings and activities that mix members of different teams or departments.
Develop relational skills, with training in public speaking, conflict management, or emotional intelligence.
Create collaboration spaces, through workspaces that encourage informal meeting and exchange.
Celebrate diversity, and be attentive to recognizing and celebrating differences within your team.
Be a model of positive interaction, and value above all respect, openness, and kindness in your interactions.

A — Act

The action axis emphasizes the importance of decision-making, assertiveness, pursuit of results, focus on goals, leadership, and ambition in the professional setting. It highlights the ability to turn ideas and plans into concrete achievements, to lead with determination, and to inspire others to achieve excellence. Acting effectively involves a results-oriented approach, while maintaining a balance between personal and collective ambition.

How, as a manager, can you promote a culture of effective action?

Clarify goals by ensuring that each team member clearly understands the objectives to be achieved, both short and long term.
Encourage assertiveness, by cultivating an environment where expressing oneself directly and constructively is valued.
Support autonomous initiative-taking, and reward personal initiative and the exploration of new ideas.
Develop leadership, with leadership and team management training for those who show potential.
Empower everyone, by delegating responsibilities, and ensure that each individual understands their role in collective success.
Lead by example through your own behavior on the importance of action orientation.
Evaluate results, through mechanisms for monitoring and evaluating the actions taken.

N — Navigate

The aspect of navigating in a professional context highlights the importance of anticipation, constant evolution, iteration, strategic planning, and flexibility. Navigating effectively in the professional world involves the ability to foresee trends and changes, to adapt quickly to new situations, to learn from experience, and to adjust the course of actions accordingly. It’s about maintaining a strategic course while being ready to make tactical changes to overcome challenges and seize opportunities.

How, as a manager, can you guide your team to navigate successfully?

Cultivate anticipation, by encouraging your team to stay informed about trends and developments in your sector.
Organize strategic monitoring sessions and share surveillance findings. Promote continuous evolution, and the importance of continuous learning and professional development.
Encourage your team to adopt a growth mindset, where skill evolution is seen as a natural response to changing challenges.
Iterate quickly and often, by applying iterative approaches in project management, where feedback and early test results guide adjustments to plans and strategies.
Master flexible planning, and develop the art of strategic planning while leaving room for adaptation. A bit of agility, but without the bullshit.
Develop flexibility, through a culture where flexibility and adaptability are valued, especially in work modalities, which are reflected in behaviors.
Facilitate change management, by providing the tools and skills necessary to manage change effectively.
Show the way forward by working on your ability to remain calm and trust in uncertainty, while communicating at each step.

E — Evolve

Evolution involves reflexivity, the ability to question oneself, and humility. It requires constant introspection, openness to learning from one’s experiences and those of others, and the recognition of one’s own limits and mistakes as steps toward growth. Evolving is a continuous process of development that enriches our understanding, refines our approach to challenges, and improves our interaction with the world around us.

How, as a manager, can you encourage evolution within your team?

Promote reflexivity, and encourage team members to regularly reflect on their actions, decisions, and impacts, beyond projects, focusing on behaviors.
Favor questioning, through a secure and structured environment where everyone can express doubts and propose process improvements in a constructive manner.
Value humility, and start by setting an example by acknowledging your mistakes and changing your mind when necessary.
Support personal development, with recognition of coaching, therapy, and other possible modalities. Finance what you can, and stay out of the process.
Be attentive to your team’s concerns and suggestions, and show a willingness to co-construct a team culture that fits everyone and values each individual.
Celebrate progress and learning, even small, to encourage motivation and emphasize the importance of continuous evolution.
Encourage open-hearted sharing, through co-development sessions and other collective formats in awareness and authenticity.

S — Support

Support in the professional environment manifests through solidarity, effective collaboration, team spirit, and the sharing of common values. It’s about creating an environment where everyone feels supported and valued, where individual success contributes to collective success, and where challenges are addressed together. Encouraging mutual support within an organization strengthens the bonds between collaborators, increases motivation and productivity, and creates a resilient and inclusive company culture.

How, as a manager, can you cultivate a supportive environment?

Foster solidarity, and encourage team members to support each other, share their knowledge, and offer their help in everyday acts.
Implement structures and processes that facilitate teamwork and collaboration, both in person and remotely, and create cross-functional projects if necessary.
Strengthen team spirit, with authentic team-building activities that strengthen bonds between team members.
Share the company’s values, clarify and communicate the fundamental values of your organization.
Ensure that actions and decisions within the team are aligned with these values, thus reinforcing a sense of belonging and pride.
Encourage mentoring where more experienced collaborators accompany newcomers or those looking to develop new skills.
Be accessible and empathetic, show openness to discussions of all kinds, attentive to the needs and concerns of your team.
Celebrate successes and failures, and take the time to recognize contributions and learnings regularly.

Alleviating fears and deconstructing beliefs

The ARIANES framework proposes 49 actions that allow for the development of agency over time. But for all this to work, it is essential never to lose sight of the deep reason that slows down and prevents change: our fears and beliefs. They are the true internal barriers that hinder an individual’s momentum towards evolution, as they shape their perception of themselves and the world around them, thus limiting their potential for action and their ability to fully embrace opportunities for change.

Fears and beliefs are rooted in our past experiences, upbringing, and social environment. They act as filters through which we interpret our experiences and make decisions, often unconsciously. Recognizing the existence and influence of these filters is the first step toward change. It involves exposing, naming, working on, and dispelling them. All the actions mentioned previously will be as likely to work on alleviating fears as they will be on accentuating them, depending on the contexts.

The fiftieth action is therefore the most crucial: carrying out the other 49 never forgetting that they will confront fears and beliefs, and remaining understanding and open to the emotions and behaviors that this might generate. Each time there’s a hiccup, it won’t be against you, but a defense mechanism to avoid exposure to fear. Accept it, and give it time, while showing sincere empathy.

By integrating the management of fears and the deconstruction of limiting beliefs into the development path of agency, we create an environment conducive to sustainable change. This holistic approach recognizes the importance of emotional and cognitive balance as the foundation on which to build significant personal and professional transformation.

Conclusion

By directly addressing fears and limiting beliefs, the ARIANES framework does not merely promote the development of agency; it also acknowledges the fundamental importance of emotional and psychological health in the change process. This comprehensive approach ensures that individuals are not only equipped with the necessary skills to act but also possess the mental clarity, self-esteem, and self-confidence essential for navigating effectively in their personal and professional evolution journey.

The application of these principles extends beyond the individual to affect the collective, thereby encouraging the creation of work environments, communities, and societies where mutual support, understanding, and empowerment are the pillars of healthy and dynamic collaboration. And perhaps when we have achieved all this for the majority, everyone will be able to take care of others, and we will see the emergence of a new society. Perhaps, but more likely than if we do not develop agency.

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[Article created on March 5, 2024, by Jeremy Lamri with the support of the GPT-4 algorithm from Open AI for structuring, enriching, and illustrating. The writing is primarily my own, as are most of the ideas in this article].

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