By Statler Matt Roos Johan
In a global characterised through elevated complexity and uncertainty, agencies this day fight to be strategically ready for unforeseen swap. after all, the strategist's activity has generally concerned an try and expect alterations within the atmosphere and to advance functions that would permit the association to proceed to thrive below new and assorted conditions. yet what if swap can't be expected with any measure of sure bet? And what if swap is so complicated that its results and implications can by no means be totally understood, less expected? What, if something, can corporations do to develop into extra strategically ready for unforeseen swap? This booklet explores the general reaction to those tricky questions and argues that individuals in firms develop into extra strategically ready for the unforeseen once they domesticate useful knowledge.
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Extra resources for Everyday Strategic Preparedness: The Role of Practical Wisdom in Organization
We identify two generic strategic options for organizations, as well as three tactical risks that are intrinsic to these two options. We then argue that as organizational leaders pursue strategic action in view of these tactical risks, they enter ‘zones of acceptable risk’, where they cannot rely on existing knowledge or capabilities, but instead can only justify certain actions or courses of action by invoking ethical values. In this way, the CFR claim will lead us toward a concept of intersubjective, ethically-grounded ‘practical wisdom’ – distinct from objective, scientifically-grounded ‘knowledge’ – for organizations confronting the strategic challenge of preparedness.
Indeed, at what point was investment in Y2K compliance sufficient? Should the assessments conducted by, or cited in sales meetings by IT service companies be trusted on the matter? What percentage of the IT budget brought diminished returns in 1999? Would that percentage be different if something catastrophic had actually happened? And finally: could these questions be answered to provide guidance for IT-related investments in business continuity made in response to the strategic challenge of preparedness today?
23 The challenge is similar for company leaders. As much as scenario learning can help to broaden an organization’s strategic perspective, the inherent problem is that such processes necessarily involve a reduction of the number of uncontrollable variables in the interest of developing future scenarios that appear plausible. But reality, with its possible permutations, frequently refuses to respect our notions of plausibility. It is one thing to vary the oil price and see what happens, but quite another to compound 22 Our research suggests that by changing the process of strategy formulation to include playful modes of intentionality as well as threedimensional media for expression, the content of strategy can also change to become more imaginative (see Roos, Victor and Statler, 2004).