matter what happens.Major Findings: Companies have created a level 3 uncertainty during a stable level 1 situation in order to be a shaper that required some big bets (Federal Express overnight delivery) Maintain strategic flexibility under uncertainty (Microsoft cut its losses on MSN proprietary and refocused the concept around the Internet) Strategy in level 4 attract shapers (Malaysia government trying to shape the future of the multimedia industry in the Asian Pacific Rim) Reserving the right to play common in potentially dangerous situations (Oil companies competing in China via buying options to establish beachheads 20 years ago)- seek for high degree of leverage- reevaluate options at least every 6 monthsImplications for Practitioners:The overriding issue, as the authors present, appears to be that strategic decision makers tend to use the traditional approach to strategy in the wake of uncertainty, which tends to break down. These decision makers have a need to find a new way to think about strategy in an uncertain business environment. The authors have an outlined approach to help managers avoid danger. The authors offer a guide to judging making decisions at various levels of uncertainty. The framework presented is a way to tackle the most challenging decisions, offer a better understanding of the uncertainty they face and its implications for strategy....
