The Key Administrative Competencies of Managers Required for Company Development in the Bani World
When describing the state of the modern world, we can name it “marginal”, i.e. the one where there are hardly any orientations, with organizations having to face barriers in the business processes, which makes them constantly revise the strategies, methods or approaches to the achievement of their goal. It was in 2016 that Jamais Cascio, a futurologist and a researcher from the Institute of Future, brought forward a new conception being in perfect conformity with the present-day situation, dominated by the pandemic provoked by COVID-19, political imbalances, resource deficit, climatic disasters and the war that keeps us in tension. The new term that he proposed to use consisted of the abbreviations, i. e. BANI (brittle, anxious, nonlinear, incomprehensible world without a clear structure).
Transformation of Values of the High Technology Projects from a VUCA to a BANI Environment Model
The article is dedicated to the study of impact of a BANI-world conditions to implementation of the high technology industrial projects and in particular of the nuclear industry projects. The purpose of the article is to analyze tendencies of changes of different factors related to the high technology nuclear project implementation against the changing conditions of the environment. The object is the project management methodologies in the BANI environment.
Agile Transformation: Business Strategies and Best Practices for VUCA and BANI World
Organizations today operate in environments characterized by volatility, uncertainty, complexity, and ambiguity (VUCA), further compounded by brittleness, anxiety, nonlinearity, and incomprehensibility (BANI). To remain competitive and resilient, companies must adopt agile transformation strategies. This chapter systematically reviews the literature to identify essential business strategies and best practices for implementing agile transformation in such challenging contexts.
The role of a leader in shaping employee behaviour in the VUCA/BANI world
The challenges of the turbulent VUCA/BANI world, faced by modern organisations, have led to a different perception of the role of a leadership. An organisation is often able to overcome difficulties owing to a leader who does not only make strategic decisions, but also supports employees. The aim of this article is to identify the role of a leader in shaping employee behaviour in companies in the VUCA/BANI era.
Associated the BANI Problems and Perspective of Strengthening to Pursue the Formulation of Strategic Management Business Model Holding Company in Indonesia
The concept of BANI, which stands for Brittle, Anxious, Nonlinear, and Incomprehensible, has emerged as a framework to articulate common problem situations in strategic business. This paradigm provides a worldview for state-owned enterprise business Holding, offering a way to comprehend and navigate the complexities associated with strategy formulation, business synergies, and integration.
In the challenging BANI World: Is Agile Leadership enough?
In a world characterized by Brittle, Anxious, Non-linear, and Incomprehensible (BANI) dynamics, organizations are confronted with unprecedented challenges that demand innovative leadership approaches. This article explores the potential of Agile leadership as a strategic response to the complexities of the BANI world. Drawing on a comprehensive analysis of existing literature, empirical studies, and illuminating case studies, this research examines the interplay between Agile leadership principles and the unique characteristics of the BANI environment.
Cybersecurity Risk Management in Agile development: Protecting Data and System
The rapid evolution of technology and the increasing complexity of systems have made cybersecurity a critical concern for organizations, particularly in the context of Agile development. Agile methodologies prioritize flexibility, collaboration, and iterative progress, which can inadvertently introduce unique cybersecurity risks. This paper explores the integration of cybersecurity risk management practices within Agile development frameworks, emphasizing the need for organizations to proactively address vulnerabilities while maintaining the agility of their development processes.
Agile Risk Mitigation Framework
Software organisations follow different methodologies for the development of software. The software development methodologies are mainly divided into two categories, including plan-driven and agile development. To attain project success, it is very significant to consider risk management during whole project. Agile development is considered risk-driven, but many risks are unreported at the industrial level.
The benefits of agile risk management in IT projects delivered through agile methodology
Digital transformation and external digital disruption require South African financial services to deliver large IT software projects. Banks adopted new ways of working such as using an agile methodology to ensure IT Projects are delivered faster-to-market and early client involvement. The challenge is that risk management functions are not mandatorily involved before and during the execution of IT projects by the Scrum teams who deliver these IT projects, which means that other sources of risk and opportunity risks may not be identified early.
Resilience is Not Optional: Why Talent Retention Risk is the New Battleground for Strategic Leaders
The article explores talent retention risk within VUCA and BANI environments, highlighting how volatility, anxiety, and non-linearity amplify employee attrition threats. It provides risk professionals with advanced frameworks, analytics, and strategies to integrate retention risk into enterprise risk management, ensuring organisational resilience and sustainable human capital in turbulent times.