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Jun 1, 2000 · Three types of moves are especially relevant to implementing strategy under conditions of uncertainty. The first is big bets—large commitments, such as major capital investments or acquisitions, that will produce large payoffs in some scenarios and large losses in others.
- McKinsey & Company
Rarely do managers know absolutely nothing of strategic...
- McKinsey & Company
Dec 1, 2008 · That means there is a real opportunity to rethink the way we make strategic decisions, the way we plan under uncertainty. We should realize that, across sectors, for most important decisions we’re actually pretty far to the right—levels three and four—in the uncertainty spectrum.
Strategy Under Uncertainty. by. Hugh Courtney, Jane Kirkland, and. Patrick Viguerie. From the Magazine (November–December 1997) What makes for a good strategy in highly uncertain business...
The authors, consultants at McKinsey & Co., outline a new approach for dealing with the high levels of uncertainty that regularly confront managers today. This article explains how to make crucial distinctions among the levels of uncertainty managers face, and then how to choose a strategic posture appropriate for that level.
Level one: A clear enough future. The residual uncertainty is irrelevant to making strategic decisions at level one, so managers can develop a single forecast that is a sufficiently precise basis for their strategies.
Mckinsey Quarterly - Strategy Under Uncertainty. Uploaded by. qween. Traditional strategy requires precise predictions and leads executives to underestimate uncertainty. A four-level framework can help executives tailor strategy to that uncertainty.
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Rarely do managers know absolutely nothing of strategic importance, even in the most uncertain environments. What follows is a framework for determining the level of uncertainty surrounding strategic decisions and for tailoring strategy to that uncertainty.
