The Impact of the VUCA Environment on the Digital Competences of Managers in the Power Industry

Anna Nowacka,Magdalena Rzemieniak

doi:10.3390/en15010185

Abstract

The article presents the scope of issues related to the impact of the VUCA (volatility, uncertainty, complexity, ambiguity) environment on digital competences of management staff in power companies. Each company has to deal with its own individual and personalized VUCA world typical for the power industry. Unfortunately, some organizations are not aware of its existence, and therefore they do not identify the signals coming from the external environment while still working according to the developed patterns. The VUCA approach requires changing the competency model in enterprises and focusing on its strengths. On this basis, the research problem regarding power enterprises was formulated. The problem discussed in the article below concerns the undefined and undefined influence of the VUCA environment on the emerging digital competences of managers. In connection with the identification of the research problem in this area, an attempt was made to define the aim of the study, which is to determine the impact of the connections of the VUCA world with digital competences of managers in the energy sector. To solve the research problem, quantitative research was carried out on a randomly selected sample of managers. It has been shown that leaders are more or less aware of the existence of the VUCA world. As key competences, they mention the ability to develop and adapt digital technologies to the needs of the organization or the ability to flexibly switch thinking between various problems. The novelty of the work is the identification of the connections between the VUCA world and competences and the provision also through the prism of artificial intelligence. The existence of links between the VUCA environment and digital competences was indicated, and the use of VUCA as a determinant of the impact on changing the perception of employees was analyzed.

Highlights

IntroductionThe acronym VUCA (volatility, uncertainty, complexity, ambiguity) is used to describe dynamic changes in the external environment that have a direct or indirect impact on the functioning of enterprises [1]
Publisher’s Note: MDPI stays neutralIncreasingly, the acronym VUCA is used to describe dynamic changes in the external environment that have a direct or indirect impact on the functioning of enterprises [1]
The conducted research showed the existing impact the VUCA environment on digmodels are flexible enough to be transformed depending on the influence of the internal ital competencesand in the managers of the The energy industry intake the place changes that will in the coming yearsComwill be petency models primarily are flexible enough to be transformed depending on the influence of thethe related to the impact of the VUCA environment, which constantly determines skills and attitudes of employees

Summary

Introduction

The acronym VUCA (volatility, uncertainty, complexity, ambiguity) is used to describe dynamic changes in the external environment that have a direct or indirect impact on the functioning of enterprises [1]. The consequence of multidimensional transformations is the internal reorganization of organizational units, and the transformation of competency models, as well as defining the key behaviors and skills of employees. The world of VUCA is characterized by volatility, uncertainty, complexity, and ambiguity. The most accurate descriptions are: quick and chaotic changes, lack of standards, or the constant outdating of plans and projects. In the 21st century, VUCA attacked the corporate and business world ruthlessly. One of the main effects is the problem of defining and understanding the surrounding world by managers ( in the power sector) [2]

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