Developing agile leaders at GIBS through the action learning process

Abstract

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.