By Michel Syrett
A consultant to realizing and responding to enterprise uncertainty within the twenty-first century
Managing uncertainty has turn into a brand new company crucial. Technological discontinuities, regulatory upheavals, geopolitical shocks, abrupt shifts in patron tastes or habit, and lots of different elements have emerged or intensified in recent times and jointly conspire to undermine even the main conscientiously built company concepts. Managing Uncertainty: ideas for Surviving and Thriving in Turbulent Times addresses those new demanding situations, assessing the assets of industrial turbulence, the best way to classify uncertainty, and the several ways that uncertainty could be embraced to permit better innovation and growth.
Drawing on examples from worldwide, the ebook offers the newest principles on what it potential to regulate uncertainty, from practitioners, teachers, and consultants.
- Addresses the demanding situations of coping with uncertainty in business
- Presents a step by step consultant to coping with enterprise uncertainty
- Draws examples from significant foreign businesses, together with Intel, Procter & Gamble, Siemens, Boeing, Philips, Ford, Apple, and plenty of more
Written for enterprise leaders and executives searching for new how you can make sure that their companies proceed to thrive in an international of accelerating complexity, Managing Uncertainty offers new and leading edge principles approximately decreasing probability through figuring out difficult-to-predict shifts.
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Additional info for Managing Uncertainty: Strategies for Surviving and Thriving in Turbulent Times
Chapter 2) Is managing uncertainty the same as risk management? If not, in what way does it differ? (Chapter 2) What kind of leadership is required to steer an organisation effectively through periods of uncertainty? (Chapter 3) What do “agility” and “resilience” – two organisational capabilities perceived as essential in managing uncertainty – mean in practice? (Chapters 4 and 5) What new forms of collaborative working underpin the need to develop closer relationships with customers, employees and strategic partners in order to respond effectively to uncertainty?
Will global economic shocks help create a global model that is laissez-faire or highly regulated? Will future international and civil wars be fought state versus state, state versus non-state, or non-state versus non-state? Who will own and have the right to benefit from scientific and technology-based innovation? Will new communications technologies lead to the emergence of borderless or virtual communities? Will future or continued economic development be contingent upon sustainable development?
What began in industrialised countries quickly spread to emerging markets and developing economies. As an American Congressional Report published in October 2009 commented:3 The global crisis now seems to be played out on two levels. The first is among the industrialised nations of the world where most of the losses from subprime mortgage debt, excessive leveraging of investments, and inadequate capital backing credit default swaps (insurance against defaults and bankruptcy) have occurred. The second level of the crisis is among emerging-market and other economies who may be “innocent bystanders” to the crisis but who also may have less resilient economic systems that can often be whipsawed by actions in global markets.
Managing Uncertainty: Strategies for Surviving and Thriving in Turbulent Times by Michel Syrett