Strategy under uncertainty

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<rdf:Description>
<dc:creator>Courtney, Hugh G.</dc:creator>
<dc:creator>Kirkland, Jane</dc:creator>
<dc:creator>Viguerie, Patrick</dc:creator>
<dc:creator>MacKinsey & Company</dc:creator>
<dc:date>2015-05-01</dc:date>
<dc:description xml:lang="es">Sumario: 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 </dc:description>
<dc:identifier>https://documentacion.fundacionmapfre.org/documentacion/publico/es/bib/152578.do</dc:identifier>
<dc:language>eng</dc:language>
<dc:rights xml:lang="es">InC - http://rightsstatements.org/vocab/InC/1.0/</dc:rights>
<dc:subject xml:lang="es">Estrategia empresarial</dc:subject>
<dc:subject xml:lang="es">Incertidumbre</dc:subject>
<dc:subject xml:lang="es">Predicciones</dc:subject>
<dc:subject xml:lang="es">Management estratégico</dc:subject>
<dc:subject xml:lang="es">Futuro</dc:subject>
<dc:type xml:lang="es">Artículos y capítulos</dc:type>
<dc:title xml:lang="es">Strategy under uncertainty </dc:title>
<dc:title xml:lang="es">Título: The Mckinsey Quarterly</dc:title>
<dc:relation xml:lang="es">En: The McKinsey Quarterly : financial services practice. - [New York] : Mckinsey & Company. - May 2015 ; p. 81-90</dc:relation>
</rdf:Description>
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