CHAPTER 9
New Project? Don’t Analyze—Act
by Leonard A. Schlesinger, Charles F. Kiefer, and Paul B. Brown
We all know how new projects happen in a predictable world: A team is assembled, a market analyzed, a forecast created, and a business plan written. Resources are then gathered, and the plan is set in motion.
But how do you launch new projects in an unpredictable environment? What’s the best way to do it in an age when the proliferation of data and opinion makes truly decisive analysis impossible; when faraway events have immediate, unexpected impact; and when economic malaise has made companies reluctant to take big bets on unproven ideas?
Take a page from the playbook of those who are experts in navigating extreme uncertainty while minimizing ...
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