Publisher: Harvard Business School, 2001, 207 pages
In the midst of a changing economy, most executives continue to use a strategy toolkit designed for yesterday's more stable marketplace. As a result, strategies emerge that neither manage the risks nor take advantage of the opportunities that arise in highly uncertain times.
Now, McKinsey & Company consultant Hugh Courtney argues that managers must move beyond the outdated "all-or-nothing" view of strategy in which future events are either certain or uncertain. Instead, he suggests a simple — yet powerful — alternative: Understand the level of uncertainty you are facing in a given situation, and you will make better, more informed strategic choices.
Based on an international review of the key strategy problems faced by over one hundred leading companies, Courtney reveals how executives can develop 20/20 foresight — a view of the future that separates what can be known from what can't. While executives with 20/20 foresight can rarely develop perfect forecasts of the future, says Courtney, they can isolate the "residual uncertainty" they face and use this insight to create competitive advantage in today's turbulent markets.
Unveiling a revolutionary framework for diagnosing to which of the four levels of residual uncertainty a specific strategic choice corresponds, 20/20 Foresight shows how readers can leverage this knowledge to answer three key strategic questions:
20/20 Foresight also:
A comprehensive approach to strategy development under all possible levels of uncertainty and across all kinds of industries, this is the essential guide for making tough strategic choices in a changing world.
What at first glance looked very interesting and hands-on, was on a closer inspection, nothing of the kind. I must admit that it is consisting mostly of baloney and is of extremely limited use in a practical setting.
Seems that the author decided that McKinsey needed another bullshit book that would make the Management Consulting business look like over-paid jerks.