Managing uncertainty has become a new business imperative. Technological discontinuities, regulatory upheavals, geopolitical shocks, abrupt shifts in consumer tastes or behavior, and many other factors have emerged or intensified in recent years and together conspire to undermine even the most carefully constructed business strategies. Managing Uncertainty: Strategies for Surviving and Thriving in Turbulent Times addresses these new challenges, assessing the sources of business turbulence, how to classify uncertainty, and the different ways in which uncertainty can be embraced to allow greater innovation and growth.
Drawing on examples from around the world, the book presents the most recent ideas on what it means to manage uncertainty, from practitioners, academics, and consultants.
Addresses the challenges of managing uncertainty in business
Presents a step-by-step guide to managing business uncertainty
Draws examples from major international companies, including Intel, Procter & Gamble, Siemens, Boeing, Quinetiq, Philips, China Telecom, Ford, Apple, Shell, Glaxo SmithKline and many more
Written for business leaders and managers looking for new ways to ensure that their businesses continue to thrive in a world of increasing complexity, Managing Uncertainty presents new and innovative ideas about reducing risk by understanding difficult-to-predict shifts.
About the Author
Michel Syrett has a combined career as a journalist and writer on business and management in publications such as the Times, Management Today, Director, and Asian Business with academic research into business leadership and innovation, change management and strategic HR management for business schools such as Cranfield, Roffey Park, and the Institute of Management at the University of Hong Kong. He is author or co-author of 20 books and reports, including three published by The Economist the most recent of which was Successful Strategy Execution.
Marion Devine is a writer and editor who has authored or co-authored 16 business book and reports, including Successful Mergers in The Economist series. She has undertaken research into areas such as mergers, management buy-outs, strategic alliances and leadership development for institutions including Ashridge, Roffey Park, the Economist Intelligence Unit and the University of Sussex. Most recently, she has written or researched reports on talent management for Ashridge Business School and the Chartered Management Institute.