Competitive strategy (3) | ![]() |
Corporate strategy (10) | ![]() |
Long-term strategy (5) | ![]() |
Regional strategy (5) | ![]() |
Robust strategies (9) | ![]() |
Strategist (15) | ![]() |
Strategy (806) | ![]() |
Strategy analysis (4) | ![]() |
Strategy articulation (9) | ![]() |
Strategy building (8) | ![]() |
Strategy development (27) | ![]() |
Strategy formulation (14) | ![]() |
Strategy plan (25) | ![]() |
Strategy process (39) | ![]() |
and hence they might be equipped better to devisefuture-proof',robust strategies. In brief, they canhold'their own strategic parameters fixed,
increasingly willingness to think innovatively about robust strategies and to more effectively detect early warning signals. But only a handful of studies have evaluated the actual practice.
A Review Of Evaluative Scenario literature, RAND WR-564-EEA, 2008.4 D. Mercer, Robust strategies in a day, Manage.
Chang. 17 (2007) 73 85.41 R. J. Lempert, D. G. Groves, S w. Popper, S. C. Bankes, A general analytic method for generating robust strategies and narrative
or willing to rank order the possibilities in terms of how likely or plausible they are judged to be 8. There is a need for model-based support for the design of robust strategies across this spectrum of irreducible uncertainties.
whether EMA can be used to facilitate the development of robust strategies even in the presence of many Table 6 The major uncertainties and their ranges.
and in the process of developing robust strategies for addressing these problems. The cases presented and discussed have shown that EMA can be used to handle diverse types of uncertainties in combination with three quite distinct modeling approaches.
Rev. 15 (1999) 3 36.31 R. J. Lempert, D. G. Groves, S. Popper, S. Bankes, A general analytic method for generating robust strategies and narrative scenarios, Manag.
In many cases mode 1 foresight 1 that fosters the recognition of intra-systemic alternatives, underpins the optimisation of robust strategies within the existing paradigm,
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