Getting to grips with uncertainty
Abstract
Challenges the belief shown by many McKinsey managers that accurate predictions of the future follow rigorous analysis using the many tools available. Describes four levels of uncertainty that require differing approaches: clear‐enough future; alternate futures; range of futures; and true ambiguity. Emphasizes that real options create learning through the thought processes that the method demands and by virtue of the time that can be gained before commitment has to be made.
Keywords
Citation
Kippenberger, T. (1998), "Getting to grips with uncertainty", The Antidote, Vol. 3 No. 7, pp. 20-22. https://doi.org/10.1108/EUM0000000006592
Publisher
:MCB UP Ltd
Copyright © 1998, MCB UP Limited