Abstract
In a world characterized by increased complexity and uncertainty, organizations today struggle to be strategically prepared for unexpected change. Of course, the strategist’s job has traditionally involved an attempt to anticipate changes in the environment and to develop capabilities that will allow the organization to continue to thrive under new and different circumstances. But what if change cannot be anticipated with any degree of certainty? And what if change is so complex that its effects and implications can never be fully understood, much less anticipated? What, if anything, can organizations do to become more strategically prepared for unexpected change?
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Author information
Authors and Affiliations
Copyright information
© 2007 Matt Statler, Johan Roos
About this chapter
Cite this chapter
Statler, M., Roos, J. (2007). Strategy and Unexpected Change. In: Everyday Strategic Preparedness. Palgrave Macmillan, London. https://doi.org/10.1057/9780230222915_2
Download citation
DOI: https://doi.org/10.1057/9780230222915_2
Publisher Name: Palgrave Macmillan, London
Print ISBN: 978-1-349-35400-9
Online ISBN: 978-0-230-22291-5
eBook Packages: Palgrave Business & Management CollectionBusiness and Management (R0)