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To have some fun and raise money for Musicopia, a Philadelphia-based charity that provides opportunities for children to experience, learn, perform, and appreciate music, we have developed the one-of-a-kind Santa Business Simulation.  

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This time of year brings out all the pundits and so-called experts who espouse their insights and ideas in the form of blogs, articles, podcasts, and other assorted media, predicting the future and providing business leaders with prophesies to base their decision-making on during the coming year. Among the many things you will read and hear about are the painfully obvious including the continued emergence of artificial intelligence, the endless expansion of ecommerce, and of course the ever-present geopolitical issues that lead the news headlines every day, yet seem to have very little impact on the health of the global economy in 2017.

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It’s no secret that the world has changed before our eyes. No matter what your political or social views, we can all agree it the world is extremely different and it’s never going back to the way it was.  In this radically changed world that has been disrupted, volatility has become vicious volatility.  Uncertainty has become unrelenting uncertainty.  Complexity has turned into continuous complexity, and ambiguity has turned into accelerated ambiguity.  Basically, we now live in a “VUCA Squared” world!

As we come to the end of this dynamic and challenging year, we should look back for a few moments to reflect and learn, but we need to quickly turn our attention to the future because the future is now.  A VUCA Squared world needs a new type of leader with new types of leadership skills.  Based on research, analysis, and an extremely intense year of working with some of the best organizations on the planet, I have put together a list of the 5 capabilities the new disruptive leader needs to have in 2018 and beyond.

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A few weeks ago, I wrote a blog post about business leaders and professionals who use the phrase “And now, I’m going to be totally transparent...” The gist of the blog post was pointing out the hypocrisy and lessons learned from, and to, leaders about turning on and off transparency.  In other words, leaders need to be transparent and authentic all the time and not just turn it on and off when it’s situational, or worse yet convenient.

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