Even the most uncertain business environments contain a lot of strategically relevant information. First, it is often possible to identify clear trends, such as market demographics, that can help define potential demand for future products or services. Second, there is usually a host of factors that are currently unknown but that are in fact knowable-that could be known if the right analysis were done. The uncertainty that remains after the best possible analysis has been done is what we call residual uncertainty. Hugh G. Courtney, Jane Kirkland, and S. Patrick Viguerie  in their article  Strategy Under Uncertainty  have developed a useful framework for dealing with various uncertainties in strategy formulation. Four Levels of Uncertainty The authors present four levels of … Continue reading Four Levels of Uncertainty – Strategic Planning Under Uncertainty