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Strategy under uncertainty

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      <subfield code="a">Strategy under uncertainty </subfield>
      <subfield code="c">Hugh G. Courtney, Jane Kirkland, and S. Patrick Viguerie</subfield>
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      <subfield code="a">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 </subfield>
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      <subfield code="g">May 2015 ; p. 81-90</subfield>
      <subfield code="d">[New York] : Mckinsey & Company</subfield>
      <subfield code="t">The McKinsey Quarterly : financial services practice</subfield>
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