Uncertainty requires a more flexible approach to situation analysis. The old universal approach is simply inadequate. Over time, companies in most sectors will face strategy issues that involve different residual uncertainties, and it is essential that the strategic analysis is tailored to the degree of uncertainty. When designers try to create uncertainty at level 1, they try to reduce uncertainty and create order from the chaos in levels 2 to 4. At Level 2, a formatting strategy is developed to increase the likelihood of a preferred industry scenario occurring. A shaper in a capital-intensive industry such as pulp and paper, for example, wants to prevent competitors from creating overcapacity that would destroy the profitability of the industry. Therefore, in such cases, shapers could require their companies to build new capacity to anticipate competition well before demand picks up, or they could consolidate the industry through mergers and acquisitions. The analysis of the situation at level 4 is even more qualitative. Nevertheless, it is important to avoid the urge to raise your hands and act purely from the intestine. Instead, managers must systematically catalog what they know and what is possible to know.
While it is impossible to develop a meaningful set of likely or even possible outcomes in Level 4 situations, managers can gain valuable strategic insight. Typically, they can identify at least a subset of the variables that determine how the market evolves over time, such as penetration rates of . B customers or technological performance attributes. And they can identify favorable and unfavorable indicators for these variables, allowing them to track market developments over time and adjust their strategy as new information becomes available. It can be difficult to decide what to focus your attention on in times of uncertainty, so in order not to be overwhelmed, recognize things that are out of your control and focus on what you can control – for example, getting cash flow. This is followed by a framework to determine the degree of uncertainty in relation to strategic decisions and to adapt the strategy to this uncertainty. No approach can remove the challenges of uncertainty, but it does provide practical advice that will lead to more informed and confident strategic decisions. As with Level 3, an adapter posture at Level 4 is often implemented through investments in organizational capabilities. Most potential players in the multimedia industry are taking this position today, but will soon make bigger bets as the industry moves over time to the uncertainty of Levels 3 and 2. Beyond technology, it`s important to invest in the education and training needed to transform your corporate culture into one where problems and challenges are seen as opportunities, not failures.
From senior management to the end, your entire organization must be trained to take advantage of the digital tools and concepts needed to seize the opportunities of the pins of uncertainty. Chemical companies often reserve the right to play when faced with Level 2 uncertainty when predicting the performance of a new technology. If the technology works well, companies need to use it to stay competitive in the market. But if it doesn`t deliver on its promises, established companies can compete effectively with existing technologies. Most companies are reluctant to invest hundreds of millions of dollars in building new capacity and upgrading old equipment around new technology until it proves successful. But if they don`t at least make additional investments in the short term, they risk falling too far behind their competitors if the technology succeeds. Therefore, many options will be acquired to license the new technology within a certain period of time or to start modernizing some of the existing capacity around the new technology. In both cases, small initial commitments give companies preferred positions, but no commitment to advance or halt the development of the new technology as its performance characteristics become clearer over time. Before we can talk about the dynamics of strategy formulation at any level of uncertainty, we need to introduce a basic vocabulary for talking about strategy. First of all, there are three strategic positions that a company can take in the face of uncertainty: design, adapt or restrict the right to play.
Secondly, there are three types of moves in the stock portfolio that can be used to implement this strategy: big bets, options, and no-regret moves. The passage of time and the exponential availability of data in the global economy can also help “end” uncertainty, although, of course, a proactive approach can speed up this process and help you reduce uncertainty and improve your company`s competitive planning and performance much faster. The only thing that is certain about uncertainty is that it can happen at any time, and if it does, no business is exempt from feeling its effects. Therefore, it is more effective to prepare for it and turn it into an advantage. Here`s how it works: It seems that either we remove uncertainty and act too confidently, or we overemphasize uncertainty and don`t act at all. .