Uncertainty and Turbulence - Strategy

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31 May 2009

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An ODD Reaction to Strategy Failure in America's Largest Telco This is a real story about how a group of highly innovative and committed employees sought to rescue a failing telecom giant while they thought AT&T still had its chance. This is a manual in corporate revolution but it is also a document of pitfalls in claiming strategy as everyone's right and responsibility. pdf-file TOP

Corporate Strategy in Uncertain Times How should your company navigate these challenging and highly uncertain times? We believe the answer lies in incorporating uncertainty into strategic decision making. 2009

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. Pdf-file 2002

Disruption is Good Harvard Business School professor Clayton Christensen talks about how CIOs can recognize disruptive innovations and rally their companies to take action.

Facing uncertainty - a new environmental analysis We are in a position where businesses have been restricting spending due to an uncertain trading environment. At the same time, areas of the consumer economy have been buoyant. Faced by this apparent paradox, this article claims that uncertainty is a constant and that businesses will have to change how they plan for the future.

Governance Governance of a Company in a Fast Changing Business and Technology Environment. Pdf-file

Making difficult decisions in turbulent times In this article, I describe seven strategies that leaders can employ to cope with ambiguity and complexity as they make critical decisions.

Managing Amid Uncertainty: New Thinking on How to Win in a Volatile World Traditional approaches to strategic planning rely for their success on accurate predictions of the future. But the nature of the uncertainty that imbues almost every aspect of today's business environment has made prediction and even forecasting essentially useless. Consequently, today's competitive environment demands a new approach to strategic planning. This report by Deloitte Research from 2001 presents just such a framework - Strategic Flexibility. pdf

Robust Organizational Fitness for Reinventing Strategy in Rapidly Changing Industry Landscapes In fast-changing industry landscapes, companies are often engaged in both adaptive (reactive) and inventive (proactive, newly-shaping) change processes, and these require different types of organizational fitness capabilities. pdf-file

Strategy for Volatile Times Special edition of McKinsey Quarterly focusing developing and executing a winning corporate strategy in times of economic and political uncertainty. Pdf-file 2004 TOP

Strategy, Complexity & Uncertainty Article by Ian Turner, 1998 - and still one of our favourites TOP

Taking Advantage of Tumultuous Times: Mastering the Moment Recessions are always difficult, stressful and disruptive—but this one is like no other in history. This paper describes the fundamental shifts taking place and the actions we must take to survive in the short term while positioning ourselves to thrive in the near future. 2009

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.

E-Book
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: 05. Juli 2009