Dr. Vanna Tandan Khanna argues that organizations fail under radical uncertainty not because they lack information, but because they struggle to revise beliefs and act quickly. Using examples including Nokia, Shell, Kodak, and Ørsted, she distinguishes measurable risk from genuine uncertainty and calls for strategy focused on preparation rather than prediction. She recommends scenario portfolios, strategic optionality, affordable-loss experiments, simple rules, psychological safety, organizational slack, rapid resource reallocation, purpose-based identities, and decentralized decision-making. The talk concludes with implications for research, education, and practice, emphasizing measurable revision speed, unlearning, resilience, and the capacity to be surprised.
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Panel 2: Dr. Vandana Tandon Khanna
27:35Dr. Vanna Tandan Khanna argues that organizations fail under radical uncertainty not because they lack information, but because they struggle to revise beliefs and act quickly. Using examples including Nokia, Shell, Kodak, and Ørsted, she distinguishes measurable risk from genuine uncertainty and calls for strategy focused on preparation rather than prediction. She recommends scenario portfolios, strategic optionality, affordable-loss experiments, simple rules, psychological safety, organizational slack, rapid resource reallocation, purpose-based identities, and decentralized decision-making. The talk concludes with implications for research, education, and practice, emphasizing measurable revision speed, unlearning, resilience, and the capacity to be surprised.
Please excuse mistakes in translation.
Panel 2: Dr. Vandana Tandon Khanna