Forecasting

Showing 1-8 of 8

mangelsdorf--1000
Free Article

From the Editor: Strategy in the Midst of Change

How do you develop strategy in a business environment characterized by rapid change and considerable uncertainty about the future? That’s a question that many executives in fast-changing industries face. The Fall 2014 issue of MIT Sloan Management Review features a special report on strategy in changing markets, with articles on creating new strategic narratives, capturing new opportunities and finding the right strategic role for a board.

Kaplan-1000

Beyond Forecasting: Creating New Strategic Narratives

In rapidly changing industries, it can be hard for established companies to build momentum for new strategic directions. But by rethinking the past and present and reimagining the future, managers can construct strategic narratives that enable innovation. A new study helps to understand how managers actually make strategy in conditions of considerable uncertainty, and do it in a way that is coherent, plausible and acceptable to most key stakeholders in the organization.

018-Strategy-500
Free Article

Must Economic Forecasts Always Fail?

  • Blog
  • Read Time: 1 min 

How can managers better understand the problems inherent in economic forecasting and still make reasonable projections for their companies? In the recent article “Why Forecasts Fail. What to Do Instead,” the authors advise that managers first accept that they’re operating with uncertainty.

018-Strategy-500
Free Article

The Management Lessons of Las Vegas

  • Blog
  • Read Time: 1 min 

In uncertain economic times, when even the acknowledged experts don’t know what’s coming next, it’s important to think twice about what everyone else takes for granted. That’s one of the reasons the book Learning from Las Vegas might resonate with managers.

advertisement

012-Strategy-500

Strategy as Options on the Future

Traditional strategic planning draws from forecasts of parameters like market growth, prices, exchange rates, and input costs that managers are unable to predict five or 10 years in advance with any accuracy. The author discusses a strategy that embodies a coherent portfolio of options, sketches a process managers can use to develop this kind of strategy, and explains how planning and management opportunism can reinforce each other.

Showing 1-8 of 8