Strategy under uncertainty

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<namePart>Courtney, Hugh G.</namePart>
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<abstract displayLabel="Summary">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: 1. a clear enough future; 2. alternative futures; 3. a range of futures; 4. true ambiguity </abstract>
<note type="statement of responsibility">Hugh G. Courtney, Jane Kirkland, and S. Patrick Viguerie</note>
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<topic>Incertidumbre</topic>
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<topic>Predicciones</topic>
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<topic>Futuro</topic>
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<title>The McKinsey Quarterly : financial services practice</title>
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<text>May 2015 ; p. 81-90</text>
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