A lesson on ‘VUCA’

I ran into my friend Peter Barretto at the National Wood Flooring Association convention a few weeks ago in Orlando. I liken the CEO of Torlys to a mad scientist—somewhat eccentric but definitely brilliant.

Years ago Barretto introduced Dustin and me to a booked titled: “Purple Cow: Transform Your Business by Being Remarkable.” Purple Cow is a marketing concept coined by Seth Godin, referring to a product or service so remarkable and unique that it stands out in a crowded, boring market—akin to seeing a real purple cow. It urges businesses to create “remarkable” products worth talking about rather than just traditional, run-of-the-mill items.

Anyway, Barretto and I were discussing today’s unpredictable business climate. He referred to it as a real “VUCA” environment. Excuse me?

Just like I had never heard of the Purple Cow, I never heard of VUCA. As it turns out, the term was coined by the U.S. Army War College in 1987 to describe the changed conditions after the Cold War. The world was no longer characterized by clear and stable power structures but rather by dynamic and often chaotic developments. The term quickly caught on in the business world as companies face similar challenges. With increasing globalization, technological advances and geopolitical changes, VUCA became a central concept to understand and manage the complexity and uncertainty of modern markets and business environments.

So what exactly is VUCA? It’s an acronym that describes four characteristics that make this world unpredictable: volatility, uncertainty, complexity and ambiguity. It is a catch-all phrase for “Hey, it’s crazy out there!” These four elements describe the challenges and framework conditions that managers and companies have to overcome.

Let’s delve into each of the four elements:

Volatility refers to the speed and unpredictability of changes in the environment. These can be sudden fluctuations in market conditions, unforeseen crises or technological breakthroughs. The challenge is to react flexibly and quickly to these changes. Example: Prices fluctuate after a natural disaster that takes a supplier off-line.

Uncertainty refers to the unpredictability of future events. Even if information is available, the future remains unclear, which makes decisions risky. Managers must be able to make informed decisions in uncertain environments and develop strategies that are flexible enough to respond to unforeseen developments. Example: A competitor’s pending product launch muddies the future of the business and the market.

Complexity refers to the multitude and interconnectedness of influencing factors in the environment. These factors often interact in unpredictable ways and require managers to have a deep understanding and ability to analyze and manage multifactorial situations. Example: You are doing business in many countries, all with unique regulatory environments, tariffs and cultural values.

Ambiguity means that information is unclear or contradictory and allows for different interpretations. Managers must be able to make decisions in situations where the available information does not offer clear solutions while evaluating the potential risks and opportunities. Example: You decide to move into immature or emerging markets or to launch products outside your core competencies.

The antidote to VUCA is something called VUCA Prime, a behavioral leadership model first introduced in 2007 to counteract each of the four elements of VUCA with a specific positive response. They are:

Vision: In response to volatility, vision is the first element of VUCA Prime. Vision refers to a clear and compelling picture of the future that inspires and guides the organization in the midst of change. A strong vision provides direction and serves as a rallying point for the team, helping them stay focused and resilient in the face of volatility.

Understanding: To counter uncertainty, the second element of VUCA Prime is understanding. This involves a deep comprehension of the context, dynamics and underlying causes of change and uncertainty.

Clarity: In response to complexity, clarity is the third element of VUCA Prime. Clarity involves simplifying complex issues and providing clear direction and guidance. By ensuring clarity, leaders can facilitate understanding, decision making and action.

Agility: To counter ambiguity, agility is the last element of VUCA Prime. Agility refers to the ability to adapt quickly and effectively to changes. Agile organizations are characterized by their responsiveness, flexibility and speed in decision making and action.

Many successful organizations have leveraged the principles of VUCA Prime to navigate change and disruption. For instance, Google has consistently shown agility in adapting to the rapidly evolving technology landscape. Whether it’s pivoting from being a search engine to a diversified technology company or quickly iterating its products based on user feedback, Google’s agility has been key to its success in the ambiguous and volatile tech industry.

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INSTALL celebrates 25 years

Washington, D.C.—INSTALL, the International Standards and Training Alliance, is marking its 25th anniversary.

INSTALL has spent the last 25 years helping reshape the trade. Twenty-five years ago, floor covering was not considered a specialty trade. The industry lacked a standardized curriculum, identifiable credentials and a common measure of quality. Today, INSTALL’s training system is one of the most rigorously credentialed specialties in construction.

To celebrate the milestone INSTALL announced a new strategic priority: performance assurance. “For 25 years, INSTALL built its credibility through training, apprenticeship and certification,” said David Gross, INSTALL executive director. “Our next goal is to leverage that quality assurance and establish a procurement infrastructure where installer qualification is defined before the bid, mitigating variance and reducing risk.”

The organization is bringing documented training and installer qualifications into the commercial flooring procurement process. The goal is to help contractors, specifiers and owners know exactly who will install their floors before a project goes out to bid.

In commercial construction, project complexity and financial exposure remain high. Without a credentialed standard at the procurement stage, owners and project teams face added risk. That need is sharpest in markets where installation failures carry the highest consequences.

In healthcare, for example, INSTALL’s Infection Control Risk Assessment training prepares installers to work in active clinical settings. In sports flooring, a growing specialty within the alliance, subfloor tolerances and performance requirements demand a distinct skill set.

“Installation failures rarely trace back to the flooring itself,” Gross said. “They stem from job-site variables: substrate issues, jobsite management due to tight schedule and lack of sufficiently trained installers, both in number and competence, for the tasks at hand.”

Bolstering the trade

Since its founding in 2001, INSTALL has trained tens of thousands of floor covering professionals across a network of 250 training centers in the United States and Canada. The organization currently has roughly 11,000 installer members working in the industry.

Its Warranty on Labor, the only free extended third-party labor warranty in floor covering, has underwritten more than $2 billion in installations by INSTALL Warranty Contractors. To date, no claim has been filed.

Performance assurance is not starting from zero. In 2017, INSTALL signed a memorandum of understanding with nine leading substrate and underlayment manufacturers. The agreement recognized INSTALL Substrate Preparation training and certification as equal to those manufacturers’ own programs. Installers who carry the certification receive backing from a $25,000 INSTALL warranty covering that scope of work.

“The memorandum was early proof that specification language backed by manufacturer incentives can move the market toward credentialed labor,” Gross said. “The goal now is to scale that model.”

Scaling that model requires support across the organization. Recruitment and retention remain central priorities as qualified floor covering installers continue to be in short supply. Alongside the United Brotherhood of Carpenters, which invests roughly $250 million annually in training, INSTALL is working to strengthen the pipeline into the trade. The organization is also focused on keeping trained installers in the field through competitive pay, benefits and advancement opportunities.

Strength through partnership

INSTALL’s Alliance Partners remain critical to that effort. The group includes more than 130 leading mills, manufacturers and industry organizations. Partners participate in curriculum development, train-the-trainer events and standards work alongside ASTM and institutional partners.

That alignment gives INSTALL a broader platform to move the industry toward credentialed labor. “Our manufacturing partners produce some of the finest flooring products in the world, but the customer doesn’t experience that value until a trained professional arrives on the jobsite,” Gross said. “It’s the INSTALL-certified installer who opens that packaging and transforms those materials into a finished floor. The next 25 years are about making that standard of performance not just preferred in commercial flooring, but expected.”

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Shaw releases 2025 corporate sustainability report

Dalton—Shaw Industries released its 2025 corporate sustainability report. The company’s 18th annual report details progress tied to its sustain[HUMAN]ability strategy.

Shaw’s sustain[HUMAN]ability strategy places people at the center of its sustainability work. The company said the strategy recognizes that sustainability involves both people and the planet.

Sustainability conversations in manufacturing and the built environment have often focused on energy, water and waste. Shaw said those issues remain critical and continue to shape how the company operates and innovates.

The company also said sustainability now represents something broader and more human-centered. That focus is especially important in Shaw’s work to create beautiful, high-performing spaces.

“At Shaw, we believe that truly sustainable spaces are those that care for both the planet and the people who inhabit it,” said Candi Hampton, vice president of global sustainability at Shaw. “We look at our products, operations and supply chain through this lens to guide our innovation, inform our sustainability strategy and shape how we measure progress.”

2025 achievements

Shaw reported several key achievements in 2025:

• Almost 90% of the products Shaw makes are Cradle to Cradle Certified. The certification assesses products for material health, clean air and climate protection, product circularity, water and soil stewardship and social fairness.
• The company reduced its operational carbon footprint, including Scope 1 and 2 emissions, by 62% compared to 2010.
• Shaw has reclaimed and recycled nearly 1 billion pounds of flooring since 2006. The company also has recycled more than 13 million pounds of synthetic turf into its NXTPlay performance pad since the product launched in 2020.
• Shaw provided more than 1.3 million hours of training and education to associates. The company also offered education opportunities for customers as part of its effort to help people reach their full potential.
• The company and its associates donated $6.8 million to philanthropic organizations.
• Shaw also made progress in reducing water use across its operations and manufacturing processes. As of 2025, the company had reduced water intensity by 58% compared to 2010, based on gallons of water used per pound of finished product.

Key initiatives

The report also highlights several initiatives tied to Shaw’s sustain[HUMAN]ability strategy. These include the introduction of EcoWorx BIO carpet tile and the company’s partnership with the International WELL Building Institute.

Shaw also highlighted its efforts to remove PFAS, or perfluoroalkyl and polyfluoroalkyl substances, from its supply chain.

“I’m proud of the achievements highlighted throughout this report,” said Shaw president and CEO Tim Baucom. “We believe in the path we’re on and in our ability to create meaningful impact for our customers, our associates and our communities.”

The full 2025 report is available at here.

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Obituary: Al Collison, MP Global Products founder

Al Collison

Norfolk, Neb.— MP Global Products announced the passing of its president and founder, Al Collison, an industry pioneer whose vision, ingenuity and leadership helped shape the modern flooring underlayment market.

Collison founded MP Global Products in 1997, with a commitment to innovation, sustainability and high performance. Through his leadership the company introduced groundbreaking products, which include the flagship brand QuietWalk that set new standards for underlayment performance, quality and environmental responsibility. His forward-thinking approach not only transformed the company but also influenced the broader flooring and building materials industry.

“Al was more than a founder; he was a driving force behind MP Global and a true pioneer in the underlayment industry,” said Reid Borgman, chief operating officer. “More than that, he built a company grounded in hard work, innovation and people. For over 29 years his vision shaped not just products but the lives, careers and the community around him. That legacy will carry on.”

Throughout his career, Collison was known for his relentless pursuit of better solutions, his dedication to customers and his ability to inspire those around him. Beyond his professional achievements, he was deeply committed to serving others and strengthening his community. Collison was an active mentor in the TeamMates Mentoring program, generously investing his time in guiding and encouraging young people. He was also a dedicated supporter of numerous charitable and community organizations, including the Faith Health Foundation and the Salvation Army.

Collison was a pillar of local education and faith communities, including Zion Lutheran Church of Pierce, Neb., where his support and guiding involvement left a lasting impact. Together with his wife, Jacque, he was also deeply engaged in global missionary efforts, supporting and participating in organizations that extended their shared commitment to service far beyond their local community.

His legacy extends beyond products and patents; it lives on in the culture of excellence, compassion and collaboration he built within MP Global Products and the many lives he touched along the way.

In honoring Collison’s legacy, MP Global Products remains firmly committed to continuing the mission he began and fostered. The company will move forward with the same principles he championed—innovation, sustainability and agile customer focus—while investing in new technologies and solutions that advance across several industries.

“Our path forward is clear,” said Deanna Summers, marketing director. “We will carry Al’s vision into the future, building on the strong foundation he created and ensuring that his spirit of innovation, customer focus and community pride continues to guide everything we do.”

The company extends its heartfelt condolences to Collison’s family, friends, colleagues and all those impacted by his extraordinary life and career.

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Al Collison, MP Global Products president and founder, passes

Norflok, Neb.— It is with deep sorrow that MP Global Products announces the passing of its president and founder, Al Collison, an industry pioneer whose vision, ingenuity and leadership helped shape the modern flooring underlayment market.

Collison founded MP Global Products in 1997, with a commitment to innovation, sustainability and high performance. Through his leadership, the company introduced groundbreaking products, including the flagship brand QuietWalk, which set new standards for underlayment performance, quality and environmental responsibility. His forward-thinking approach not only transformed the company but also influenced the broader flooring and building materials industry.

“Al was more than a founder; he was a driving force behind MP Global and a true pioneer in the underlayment industry,” said Reid Borgman, COO of MP Global. “More than that, he built a company grounded in hard work, innovation and people. For over 29 years his vision shaped not just products, but the lives, careers and the community around him. That legacy will carry on.”

Throughout his career, Collison was known for his relentless pursuit of better solutions, his dedication to customers and his ability to inspire those around him. Beyond his professional achievements, he was deeply committed to serving others and strengthening his community. Collison was an active mentor in the TeamMates Mentoring program, generously investing his time in guiding and encouraging young people. He was also a dedicated supporter of numerous charitable and community organizations, including the Faith Health Foundation and the Salvation Army.

Collison was a pillar of local education and faith communities, including Zion Lutheran Church of Pierce, Nebraska, where his support and guiding involvement left a lasting impact. Together with his wife, Jacque, he was also deeply engaged in global missionary efforts, supporting and participating in organizations that extended their shared commitment to service far beyond their local community.

In honoring Al Collison’s legacy, MP Global Products remains firmly committed to continuing the mission he began and fostered. The company will move forward with the same principles he championed—innovation, sustainability and agile customer focus—while investing in new technologies and solutions that advance across several industries.

Collison’s legacy extends beyond products and patents; it lives on in the culture of excellence, compassion and collaboration he built within MP Global Products and the many lives he touched along the way.

“Our path forward is clear,” added Deanna Summers, marketing director, MP Global. “We will carry Al’s vision into the future, building on the strong foundation he created and ensuring that his spirit of innovation, customer focus and community pride continues to guide everything we do.”

MP Global extends its heartfelt condolences to Collison’s family, friends, colleagues and all those impacted by his extraordinary life and career.

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Cyncly report shows shift in consumer behaviors

Tuscaloosa, Ala.—Cyncly released its Q1 2026 Flooring Industry Outlook Report. Drawing on anonymized consumer behavior data from more than 2,000 independent flooring retailer websites, the report highlights a meaningful divergence in how shoppers are engaging with flooring businesses: while overall traffic has declined in line with broader market conditions, online form submissions have held up far more strongly than phone calls, which is a signal that consumers are doing more digital research before making direct contact. 

Data from the report includes:

Market conditions stabilizing

Consumer confidence remained under pressure through Q1 2026, and housing turnover—the primary driver of flooring demand—remains below historical norms. However, the market shows early signs of stabilization. Existing home sales reached 4.09 million units in February, with inventory at its highest level since 2019 and month-over-month sales rising 1.7%. Homeowners who paused renovation plans in 2025 have not cancelled those projects. As confidence recovers and housing activity improves, that deferred demand will convert. The retailers with strong digital visibility are best positioned to capture it.

Flooring shopper behavior

Across the Cyncly network, buyer website visits declined 21% year over year, phone call leads declined 22% and online form submissions declined just 5%. The 4:1 ratio between falling phone volume and falling form submissions is the most significant finding of the quarter: it shows that shoppers are conducting more research online before they are ready to talk.

Every form submission represents a buyer who chose to engage after completing that research process. Retailers whose websites provide useful, current product information are winning consideration before the first conversation begins.

Category share of consumer interest

Luxury vinyl/waterproof flooring remains the most-browsed category at 39.1% of all product views, but lost 3.5 percentage points of share year over year. Carpet is the only major category to gain significant share (+3.1pp), now at 26.1% of all product views. Laminate is the steepest absolute decliner, with 5.5% of raw views and down 0.8pp of share. Tile and sone and hardwood are holding steady as an overall share of products viewed. Total category page views declined 14.3% year over year, consistent with broader market softening. 

The content advantage

One of the standout findings from Q1: blog articles and educational content pages appeared among the most-visited pages across the network, competing directly alongside product catalog pages. Content covering carpet trends, water damage guidance and post-installation care captured high-intent shoppers at specific moments of need—planning a renovation, dealing with a flooring problem or caring for a recent purchase. For flooring retailers, content is no longer a supplementary marketing activity. It is a channel.

“What this quarter’s data confirms is that the flooring buying journey now begins online, well before a shopper picks up the phone,” said Steven McMullen, senior vice president, Cyncly Websites. “The retailers who are best positioned for when deferred demand returns are the ones investing in their digital presence now: keeping product catalogs current, providing helpful content and making sure every digital enquiry is captured and followed up. That investment is what turns a recovering market into a growth opportunity.”

Three action items for flooring retailers

1. Prioritize lead management. With phone volume declining, every digital enquiry carries more weight. A mobile-enabled CRM integrated with operational systems ensures no lead is missed and follow-up is consistent. Connecting lead management to the full workflow—from first enquiry through quote and job completion—closes the gap between digital interest and closed revenue.
2. Optimize the digital storefront. Websites that feature current product catalogs, room visualization tools and digital sample ordering move shoppers from browsing to deciding. These interactive experiences build the confidence that drives high-intent store visits.
3. Invest in educational content. Trend guides, installation advice and care content are now among the highest-traffic pages on flooring websites. Practical, helpful content captures buyers the moment they have a question—and connects them to the retailer who answered it.

The full Q1 2026 Flooring Industry Outlook Report is available here. 

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AHF Products partners with Arbor Day Foundation

Mountville, Pa.—AHF Products is building on more than a century of American hardwood flooring leadership by working with the Arbor Day Foundation to plant more than 100,000 trees. The investment supports forests and communities in areas of greatest need. It also reinforces the long-term value of responsible forestry.

To coincide with Arbor Day 2026, AHF Products announced its support of forest restoration efforts. Through the partnership, the company is helping drive 10 reforestation projects, plant 103,259 trees and restore 190 acres. Over the next 40 years, the projects will generate environmental benefits. These include 49,116 metric tons of CO₂ sequestered, 231.98 tons of air pollutants removed and 4.5 million gallons of avoided water runoff, according to the Arbor Day Foundation.

“Wood is a renewable resource that has shaped our homes and our business for generations,” said Catherine del Vecchio, vice president of marketing at AHF Products. “Supporting the Arbor Day Foundation aligns with our commitment to responsible forest management and ensures that the forests we depend on continue to thrive.”

The Arbor Day Foundation emphasized the importance of corporate engagement in accelerating restoration efforts.

“Partnerships like this allow us to restore forests at a scale that creates environmental and community impact,” said Dan Morrow, vice president of partnerships at the Arbor Day Foundation. “AHF Products’ support helps us replant where trees are needed most.”

The Arbor Day Foundation has planted more than 500 million trees worldwide and is working to plant 500 million more by 2027.

“Our commitment aligns with the Arbor Day Foundation’s principle of planting the right trees in the right places for the right reasons,” del Vecchio said. “Whether reforesting hardwood regions impacted by natural disasters or enhancing urban green spaces, our contribution helps ensure that trees thrive where they’re needed most, including near the communities where we live and work.”

AHF Products builds its commitment on its U.S. manufacturing presence. The company manufactures across the country, including solid hardwood in Beverly, W.Va., solid hardwood in West Plains, Mo. and engineered wood in Only, Tenn. It also produces rigid core flooring in Cartersville, Ga., vinyl composition tile in Kankakee, Ill., resilient flooring in Lancaster, Pa. and porcelain tile in Crossville, Tenn. Additional operations are located in Beech Creek, Pa.

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