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　　A compelling vision. Bold leadership. Decisive action.Unfortunately, these prerequisites of success are almost always theingredients of failure, too. In fact, most managers seeking tomaximize their chances for glory are often unwittingly settingthemselves up for ruin. The sad truth is that most companies haveleft their futures almost entirely to chance, and don’t evenrealize it. The reason? Managers feel they must make choices withfar-reaching consequences today, but must base those choices onassumptions about a future they cannot predict. It is thiscollision between commitment and uncertainty that creates THESTRATEGY PARADOX.

A compelling vision. Bold leadership. Decisive action.
Unfortunately, these prerequisites of success are almost always the
ingredients of failure, too. In fact, most managers seeking to
maximize their chances for glory are often unwittingly setting
themselves up for ruin. The sad truth is that most companies have
left their futures almost entirely to chance, and don’t even
realize it. The reason? Managers feel they must make choices with
far-reaching consequences today, but must base those choices on
assumptions about a future they cannot predict. It is this
collision between commitment and uncertainty that creates THE
STRATEGY PARADOX. 
　　This paradox sets up a ubiquitous but little-understood tradeoff.
Because managers feel they must base their strategies on
assumptions about an unknown future, the more ambitious of them
hope their guesses will be right – or that they can somehow adapt
to the turbulence that will arise. In fact, only a small number of
lucky daredevils prosper, while many more unfortunate, but no less
capable managers find themselves at the helms of sinking ships.
Realizing this, even if only intuitively, most managers shy away
from the bold commitments that success seems to demand, choosing
instead timid, unremarkable strategies, sacrificing any chance at
greatness for a better chance at mere survival. 
　　Michael E. Raynor, coauthor of the bestselling The Innovator's
Solution, explains how leaders can break this tradeoff and achieve
results historically reserved for the fortunate few even as they
reduce the risks they must accept in the pursuit of success. In the
cutthroat world of competitive strategy, this is as close as you
can come to getting something for nothing. 
　　Drawing on leading-edge scholarship and extensive original
research, Raynor’s revolutionary principle of Requisite Uncertainty
yields a clutch of critical, counter-intuitive findings. Among
them: 
　　-- The Board should not evaluate the CEO based on the company’s
performance, but instead on the firm’s strategic risk profile 
　　-- The CEO should not drive results, but manage uncertainty 
　　-- Business unit leaders should not focus on execution, but on
making strategic choices 
　　-- Line managers should not worry about strategic risk, but
devote themselves to delivering on commitments 
　　With detailed case studies of success and failure at Sony,
Microsoft, Vivendi Universal, Johnson & Johnson, AT&T and
other major companies in industries from financial services to
energy, Raynor presents a concrete framework for strategic action
that allows companies to seize today’s opportunities while
simultaneously preparing for tomorrow’s promise.

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STRATEGY PARADOX, THE(ISBN=9780385516228)

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