I love the analogy in this article that during volatile change linear strategies don't work.
The armed forces have learned that plans always need to be adapted, changed and effective decision making under pressure offers the best chance of success.
The term of VUCA has made it's way into business and HR language although I would suggest the biggest limiting factor in UK business at the minute is not necessarily volatility but uncertainty.
Another point I like from this article is about developing into a person that is more comfortable with this uncertainty. There a few contributors, agility to react to immediate challenges, having people around you that you trust and indeed trust you and backing yourself to make the right decisions under pressure.
If uncertainty is a modern reality of business we all need to get more comfortable with it and get the people, processes and skills in place that offer the best chance of success.
The plan you have started your change initiative with, will not be the same plan you finish with. The volatile nature of change means that obstacles will arise and our hold on linear strategies must be relinquished. Within the Army, soldiers are trained to be comfortable adapting their plans and improvising in the moment because they anticipate that missions will not run smoothly. Their operations work on that belief that no plan survives first contact.