Companies are fixated on providing certainty. Exemplified by the primary expectation on leaders and managers to remove uncertainty. Why is this so, and where does this originate from?
In this episode I share some clues, and how you can make use of them to transform your approach and response to uncertainty.

Roadmaps are frequently used to remove uncertainty. However, relying on traditional roadmaps in complex situations creates a fallacy. A big issue is that they don’t take the element of surprise into account.

One differentiator between being good at managing complexity and uncertainty, and being bad at it is strategy. Unfortunately people’s common perception of strategy is simplistic and misleading.

In this episode I elaborate on some misconceptions, strategy’s main purpose and how to practice strategy.

Good Strategy/Bad Strategy - Richard Rumelt
Resources on Wardley Mapping

Working in complex situations creates lots of ambiguity and room for interpretation. Because of this people tend to become puzzled, confused or stuck. When working with uncertainty you can still find options that are reasonable and useful in the specific context. In this episode I talk about some principles and practical tools that are helpful to make sense of and act in complexity.

Visualisations for the examples I share
You can read more about influencing factors in Esther Derby's book.
More about HEXI kit is found on The Cynefin Co webpage.