Buffering strategies in the VUCA and BANI world

Abstract

In an era characterised by volatility, uncertainty, complexity, and ambiguity (VUCA), further compounded by brittleness, anxiety, non-linearity, and incomprehensibility (BANI), it has become increasingly important to investigate how buffering strategies enable organisations to maintain resilience and sustainability. This study explores both traditional and emerging concepts of organisational buffers, with the aim of identifying their forms and assessing their role in contemporary management practice. Adopting a dual-method approach, the research combines conventional and AI-assisted literature analysis with qualitative interviews conducted with organisational leaders. AI tools were employed to detect both explicit and implicit buffering strategies in the academic literature, revealing a wide spectrum of structural, human resource, psychological, and strategic buffers. Complementing this, a pilot study based on semi-structured interviews offered practical insights into real-world buffering practices. The findings demonstrate that organisations actively deploy a variety of buffering mechanisms, including scenario planning, vertical integration, skill diversity, psychological safety, and experience-based leadership. The study advances resilience theory by laying the groundwork for a comprehensive and typologically expanded framework of buffering strategies applicable across diverse organisational contexts. It further underscores the crucial interplay between technological tools and human judgement in identifying adaptive strategies that foster long-term sustainability in turbulent environments.