Publications
Publications
- March 2012
- Harvard Business Review
New Project? Don't Analyze—Act
By: Leonard A. Schlesinger, Charles F. Kiefer and Paul B. Brown
Abstract
In a predictable world, getting a new initiative off the ground typically involves analyzing the market, creating a forecast, and writing a business plan. But what about in an unpredictable environment? The authors recommend looking to those who are experts in navigating extreme uncertainty while minimizing the risk: serial entrepreneurs. These business leaders act, learn, and build their way into the future. Managers in traditional organizations can do the same, starting with smart, low-risk steps that follow simple rules: Use the means at hand; stay within an acceptable loss; secure only the commitment needed for the next step; bring along only volunteers; link the initiative to a business imperative; produce early results; and manage expectations. Momentum is gained by continuing to act based on what is learned at each step. The launch of Clorox's Green Works product line is discussed as an example.
Keywords
Citation
Schlesinger, Leonard A., Charles F. Kiefer, and Paul B. Brown. "New Project? Don't Analyze—Act." Harvard Business Review 90, no. 3 (March 2012): 154–158.
About The Author
