Navigating the Bani Landscape for Organisational Success

Abstract

Individual experiences have become immensely varied despite the fact that our world has become more uniform in terms of languages, beliefs, biodiversity, landscapes and social systems. The breadth of knowledge, strategies and procedures we employ in our workplace are always growing at an accelerated pace. The expression “running faster and faster to stay in the same place” sums up our era perfectly. Change is a continual and not only a product of certain moments, which is why the term VUCA (Volatility, Uncertainty, Complexity, Ambiguity) seems out of date.

In the previous years, we have seen many difficult times and uncertainties. From off-line to online, from VUCA to BANI and so on. The transition from VUCA (volatile, uncertain, complexity and ambiguity) world to a BANI (brittle, anxious, non-linear, incomprehensible) world signifies a paradigm shift in the business landscape. The VUCA world characterizes the challenges of navigating constant change and unpredictability. However, the BANI world introduces a new set of dynamics emphasizing fragility of systems, heightened anxiety, non-linear patterns, and an increasing incomprehensive environment. Organization culture is the foundation of shared values and behaviors that shape how employees work together, fostering unity and influencing overall performance.

This is an empirical study conducted to understand the pivotal role of organizational culture in molding workforce performance within the context of a BANI world. The objective of this article is to explore the cultural aspects of an organization that contribute to the development of skill sets needed to navigate the complexities and uncertainty inherent in the BANI environment. This empirical work is supported by primary data collected from ten employees from different organizations. Findings of this study are suggestive of deriving solutions from ideologies, change management, collaborative culture, digital tool proficiency, etc., for better navigation through uncertainty. Organizations should facilitate a more positive and conducive environment and acknowledge and address distractive and supportive variables.