The stage-gate method was initially developed as a description of the new product development practices within high-performing firms. The chapter consists of three main components: Scoping the Risk Spectrum, the core “Uncertainty Profile”, and Methods, Tools, and Techniques (MTTs) relevant to the topic.KeywordsUncertaintyRiskCertaintyUncertainty profileComplexity and interconnectivit圜ynefinVUCAMetaphors Over deployment of the term “unknown-unknown”, largely due to behavioural responses, encourages poor decision-making based on a lack of foresight.
This profile acts as a leitmotif throughout the book leading to the argument that events need to be treated as “known-unknowns” being essentially identifiable in one form or another.
The template shows how four main quadrants of Uncertainty, derived from a 2×2 matrix based on the “known” and “unknown”, have been synthesised from a number of different interpretations of uncertainty. It is here where the core rationale of the book is presented as a template called the “Uncertainty Profile”. Uncertainty and Risk lie along a spectrum, which includes, of course, Certainty. This chapter provides a better understanding of the difference between risk and uncertainty along with the impact of complexity and interconnectivity. Recommendations: The limitations of this study are rooted in the chosen qualitative research since every interviewee is a subject to their individual perception. Accordingly, managers and entrepreneurs of all industries are intended to be equipped with sufficient information content that eases the decision for or against one of the methods as realistic expectations considering the application are likely to emerge. Value Added: The added value of this paper is in the elaboration of efficiency bringing and risk-minimizing components of the methods, respectively. The work is based on scientific papers and books and is complemented by the data originating from a specially designed study.įindings: The results conclude that business model founding instruments provide strategic guidelines favouring entrepreneurs, yet they turn out to be minor in its real-life significance as numerous factors rooted in different fields of expertise play in. Methodology: The theoretical analysis is underpinned by a qualitative interview study asking company founders about applying the methods mentioned above. Furthermore, it is discussed to what extent a specific method is advantageous, disadvantageous, applicable, not applicable, or even contradictory.
Objective: In this article, the methods used to simplify the business modelling and founding of new companies are presented and critically reflected. As the volatility, uncertainty, complexity, and ambiguity (VUCA) of today's business world continues to pose great challenges for many organizations, this research examines the impact of agile leadership style on organizational performance from the perspective of VUCA world. With agile leadership, organizations will be in a better position to quickly detect developments in the business environment and achieve agility with few resources. Organizations that incorporate agile into their processes through agile leaders are better able to respond quickly to change and deliver superior business value to their stakeholders. These leaders can uncover the strengths of their employees, use their insights to transition the organization's intended change, and take advantage of the opportunities in change while trying to minimize their negative impact on the organization. Agile leaders have the ability to think flexibly in changing environmental conditions to adapt an organization perfectly to these changes.
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