Dynamic Decisions highlights how some managers and policymakers
sleepwalk into decision paralysis. Strategically, they partly recognise
their world is changing radically as energy systems transition. In
deciding what to invest in, they default to rewarding the predictable
and proven, often misdiagnosing the ignored risks of innately ambiguous
markets. To remedy this, the author frames ambiguity as a source of
opportunity. As extant advantages obsolesce, new entrants could disrupt
to gain dominance. Some managers could repurpose, reframe, and
reconfigure their resources and processes to create tomorrow's
profitable niches today. To profit from these emerging business
landscapes, managers can PIVOT and BOUnCE to win by transitioning into a
dynamic mindset. Endowed with a creative mind to innovate, humans could
reshape their firms and their societies. Armed with these capabilities,
albeit partial, managers could choose to adapt responsive strategic
actions that are tangible, actionable, and achievable, with policy
sustaining societal benefits by expanding people's access to
opportunities.Dynamic Decisions is written for managers and policymakers
that seek to benefit their firms and communities in how they conduct
their business and themselves. Connecting theory to practice with actual
business cases, this book is organised into four clusters that act as
building blocks to structure the reader's decision-making process.
Through experimentation, learning, and adaptation, the reader of Dynamic
Decisions will redirect their strategic actions that are necessary to
nurture tomorrow's profitable niches today.Related Link(s)
