We work in business environments characterised by
hyperconnectivity, distributed leadership, matrix styles of
managing and leading, and a pace of change that demands
leadership agility. Businesses operate in what is called a VUCA
world, which means a world of Volatility, Uncertainty, Complexity
and Ambiguity. (Bennett and Lemione, 2014).
The development of leaders at GIBS is seen as an applied learning
process. Agility arises from reflecting on formal learning input,
asking the right questions and applying the learning to business
challenges and opportunities. Theory alone does not build agility
– the application of this theory does.
GIBS combines world-class faculty input with an applied learning
process called Action Learning. Action Learning is “a method
for individual and organisation development, based upon small
groups of colleagues meeting over time to tackle real problems in
order to get things done, and learning from their experience and
from each other” (Hetherton, 2016).
The White Paper describes the Action Learning process practiced
by GIBS over the last 18 years on customised (company specific)
programmes and open enrolment programmes, such as the
Programme for Management Development (PMD). The process
is designed to develop agile leaders who can deliver improved
business performance in the VUCA world.