Course Content
Business Model Strategy; Iterating on Customer Feedback
eXponential Mindsets, Beliefs, and Attitudes
About Lesson
“It is not the strongest species that survive, nor the most intelligent, but the ones most responsive to change.” -Charles Darwin
The United States Army and its leaders were troubled: in 1987, the Cold War imploded in Afghanistan into a theater of disillusionment.

The volatility in Afghanistan required military leaders to create a shared vision that extended beyond the immediate chaos into the future of what the country could be.

During times of uncertainty, leaders sought new levels of understanding of the Afghan people and their needs in order to properly assess the situation and move forward. This meant better listening, empathy, and accepting critical feedback from those most affected by the civil war.
The complexity of the war expanded leaders’ horizons by forcing them to rethink aspects they might previously have ignored, like the difficult combat terrain or the large number of civilians in between them and the enemy. Leaders needed to create clarity in the complexity.
Lastly, ambiguity forced military leaders to be agile and flexible, so that they could adapt to the unpredictable nature of the changing war. The four facets of VUCA guide military and exponential leaders alike by focusing on traits necessary for success in today’s world.
Exercise Files
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