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Strategy - Strategy in Times of Turbulence and Uncertainty 


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16 October 2014

Competitive Strategy Under Uncertainty Competitive strategy under uncertainty involves a trade-off between acting early and acting later after the uncertainty is resolved, and another trade-off between focusing resources on one scenario and spreading resources on several scenarios, thus maintaining flexibility.  
Dealing with uncertainty in strategy and valuation Uncertainty about economy and changing markets. Impact on strategy, valuation and flexibility for banks, insurance companies and pension funds.  
Framing Contests: Strategy Making Under Uncertainty Frames are the means by which managers make sense of ambiguous information from their environments. Actors each had cognitive frames about the direction the market was taking and about what kinds of solutions would be appropriate. Where frames about a strategic choice were not congruent, actors engaged in highly political framing practices to make their frames resonate and to mobilize action in their favor.   
Leading Strategic Initiatives in an Era of Uncertainty: When to Commit to Action How can companies manage strategic initiatives in a time of rapid, frequent and unpredictable change across the globe? Actually, things may be more certain than they first appear. new
Strategic Thinking for Turbulent Times Very soon after the crash of 2008, most of the conventional conceptual and operational frameworks for strategy formulation and strategy choice ran out of steam. Five years later, as this author notes, the search is still on for more compatible models for strategy analysis, formulation, choice and implementation.   
Strategy under uncertainty The traditional approach to strategy requires precise predictions and thus often leads executives to underestimate uncertainty. This can be downright dangerous. A four-level framework can help.   
The Headquarters Redesign A New Paradigm for Corporate Governance in Turbulent Times. Today we frequently need radical turns to steer the corporation in the right direction. The role and effectiveness of a corporate headquarters become more important to mastering megatrends as well as industry specific changes.   


Publications Literature
Strategy in Turbulent Times
by Dagmar Recklies
Management theory and practice widely accept today that businesses operate in a more and more complex, dynamic, less predictable environment. This new situation requires managers to develop new ways of thinking and acting. Basing on the weaknesses of traditional strategic planning, this article discusses new approaches in management. They direct companies towards more flexibility and more strategic innovativeness; but they do not present ready-to-use solutions though. Rather they are intended to provide ideas for new thinking and acting as a starting point to give all processes in the organization a new strategic direction.



Seeing What's Next: Using Theories of Innovation to Predict Industry Change 
by Clayton M. Christensen, Erik A. Roth, Scott D. Anthony
Internationally renowned innovation expert Clayton M. Christensen and his research partners Scott D. Anthony and Erik A. Roth present a groundbreaking framework for predicting outcomes in the evolution of any industry. Based on proven theories outlined in Christensen's landmark books The Innovator's Dilemma and The Innovator's Solution, Seeing What's Next offers a practical, three-part model that helps decision-makers spot the signals of industry change, determine the outcome of competitive battles, and assess whether a firm's actions will ensure or threaten future success.

Inevitable Surprises: Thinking Ahead in a Time of Turbulence
by Peter Schwartz
The world we live in today is more volatile than ever. At times it seems that the only constant we can rely on is change itself-and what the future will bring appears to be anybody's guess. But Peter Schwartz, one of the most visionary scenario planners of our time, believes the future is taking shape around us now, and that by taking a closer look at the changes in action today, we can predict what the world of tomorrow will be like.With Inevitable Surprises, Schwartz offers a provocative look at the forces that are dramatically reshaping our world-and shows what we can do to plan ahead for our society, our businesses, and ourselves.

Strategy as Simple Rules (HBR OnPoint Enhanced Edition)
by Kathleen M. Eisenhardt, Donald Sull
In this article--the third in an HBR series by Kathleen Eisenhardt and Donald Sull on strategy in the new economy--the authors ask, what are the sources of competitive advantage in high-velocity markets? The secret, they say, is strategy as simple rules. The companies know that the greatest opportunities for competitive advantage lie in market confusion, but they recognize the need for a few crucial strategic processes and a few simple rules. In traditional strategy, advantage comes from exploiting resources or stable market positions. In strategy as simple rules, advantage comes from successfully seizing fleeting opportunities.

Connecting the Dots: Aligning Projects with Objectives in Unpredictable Times
by Cathleen Benko, F. Warren McFarlan
As companies look for ways to unlock shareholder value, restore investor confidence, and adapt to uncertainty, the project portfolio is a smart place to look. Why? Because companies' project initiatives have grown faster than their ability to manage them-affecting the return on trillions of investment dollars while failing to prepare companies for today's unpredictable environment. Connecting the Dots argues that the portfolio is a company's future currency-the truest measure of organizational intent. And the best way to leverage this currency is through greater alignment.




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Status: 01. Juli 2015