2000

Strategy under uncertainty

By Hugh G. Courtney, Jane Kirkland, and S. Patrick Viguerie, June 2000,McKinsey&Company. 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. At the heart of the traditional approach to strategy lies the assumption that executives, by applying a set of powerful analytic tools, […]