{"id":25841,"date":"2020-08-19T18:10:00","date_gmt":"2020-08-19T18:10:00","guid":{"rendered":"https:\/\/staging.kepner-tregoe.com\/planning-when-the-future-is-murky-three-actions-to-manage-uncertainty\/"},"modified":"2025-07-10T14:42:50","modified_gmt":"2025-07-10T14:42:50","slug":"planning-when-the-future-is-murky-three-actions-to-manage-uncertainty","status":"publish","type":"post","link":"https:\/\/staging.kepner-tregoe.com\/zh-hans\/blogs\/planning-when-the-future-is-murky-three-actions-to-manage-uncertainty\/","title":{"rendered":"Planning When The Future is Murky. Three actions to Manage Uncertainty"},"content":{"rendered":"<div>\n<p><em>Can\u2019t get parts from Mexico. An outbreak stops production. Sanitation protocols and social distancing determine schedules, workspaces and workflows. Some employees don\u2019t feel safe at work. Others lack childcare or are quarantined at home. Demand\u00a0surges or fails to return. Cash dwindles.\u00a0\u00a0<\/em><\/p>\n<p>Companies only can speak with authority for a couple months down the road. Facing uncertainty as the pandemic levels off only to rise again and change directions, organizations need ways to reduce or at least cope with the unknown. It\u2019s wise to appraise the current situation on a regular basis to understand what is going on and to determine how your efforts are best directed. Surveying the work environment for the key concerns that require action is no small task. But here are three activities that can bring some order to today\u2019s uncertainty.<\/p>\n<div>\n<div>\n<ul>\n<li>List issues that\u00a0demand action.\u00a0What\u00a0problems do we need to address now?\u00a0What decisions need to be made?\u00a0What projects\u00a0need to be reevaluated?\u00a0What changes need to be made?<\/li>\n<\/ul>\n<p>These questions are starting points for discussion. Eventually they will be a list of problems, decisions, and future-oriented\u00a0threats and opportunities\u00a0that deserve consideration.<\/p>\n<\/div>\n<div>\n<p>In\u00a0successive\u00a0<a href=\"https:\/\/www.pwc.com\/us\/en\/library\/covid-19\/pwc-covid-19-cfo-pulse-survey.html\" target=\"_blank\" rel=\"noreferrer noopener\">surveys\u00a0of CFOs<\/a>,\u00a0\u00a0from April to mid-June\u00a02020,\u00a0CFOs\u00a0reported\u00a0a\u00a0growing concern about\u00a0a second wave of Covid-19\u00a0and\u00a0changing perspectives\u00a0from April to June.\u00a0For example, cybersecurity concerns\u00a0tripled from\u00a0April\u00a0to June as organizations shifted\u00a0to remote working,\u00a0while\u00a0concerns about worker\u00a0productivity eased\u00a0during this period\u00a0as\u00a0organizations\u00a0acclimated to\u00a0working from home.\u00a0The\u00a0changes in\u00a0surveyed\u00a0CFO concerns\u00a0underscores the\u00a0value of appraising\u00a0current concerns\u00a0regularly\u00a0and\u00a0adjusting\u00a0priorities based on\u00a0current information, concerns and perceptions.<\/p>\n<div>\n<ul>\n<li>Separate and clarify concerns. Clarifying concerns focuses actions. A combination of concerns presenting themselves as one situation cannot be dealt with effectively.<\/li>\n<\/ul>\n<p>It\u2019s necessary to consider if\u00a0this\u00a0is\u00a0actually\u00a0a\u00a0single concern\u00a0(the knowledge management system update\u00a0is running late)\u00a0or a composite of\u00a0multiple\u00a0concerns\u00a0(access from\u00a0remote locations\u00a0needs enhanced security,\u00a0databases\u00a0must be migrated\u00a0without downtime, etc.).\u00a0If\u00a0a\u00a0concern is\u00a0a composite\u00a0of issues,\u00a0each\u00a0must\u00a0be\u00a0isolated\u00a0and\u00a0addressed.\u00a0Considering what actions are suggested by a concern separates\u00a0and clarifies\u00a0what needs to be done and\u00a0helps in evaluating the relative priority of each action.<\/p>\n<p role=\"listitem\" aria-setsize=\"-1\" data-aria-level=\"1\" data-aria-posinset=\"2\" data-font=\"Calibri\" data-leveltext=\"%1.\" data-listid=\"5\">A Hollywood studio\u00a0planning to restart production\u00a0is\u00a0not\u00a0only\u00a0faced\u00a0with\u00a0\u201cfinish the final three days of shooting\u00a0that were cancelled in March\u201d but\u00a0with\u00a0many specific\u00a0issues\u00a0that must be\u00a0prioritized and addressed. These\u00a0could\u00a0include\u00a0a range of issues\u00a0such as\u00a0how to\u00a0ensure\u00a0the health of\u00a0key, irreplaceable actors,\u00a0how to\u00a0shoot\u00a0a\u00a0crowd\u00a0scene\u00a0when\u00a0mandates\u00a0restrict\u00a0gatherings to\u00a010 people,\u00a0or how to replace no longer available equipment.<\/p>\n<ul>\n<li>Consider seriousness, urgency, and growth.\u00a0Each discrete issue extracted has its own unique features and claims to priority. During this time of uncertainty, priorities will change.<\/li>\n<\/ul>\n<div>\n<p>As safety issues\u00a0rank highest\u00a0in seriousness, urgency and growth, they\u00a0replace\u00a0former high-priority\u00a0concerns\u00a0that\u00a0drove activity in the past (scheduling,\u00a0budgets,\u00a0marketing plans, etc.).\u00a0It\u00a0requires real discipline to\u00a0reset\u00a0current\u00a0priorities on the basis of relative seriousness, urgency, and probable future growth, especially when\u00a0a concern like\u00a0cost is pushed aside by\u00a0safety\u00a0needs. But the results are worth the discipline. Nothing brings home the wisdom of setting\u00a0current,\u00a0rational priorities better than the\u00a0negative\u00a0effects of\u00a0their\u00a0absence.<\/p>\n<p><strong>The uncertainty created by\u00a0the pandemic\u00a0requires businesses to\u00a0focus\u00a0on the days and\u00a0weeks immediately ahead.\u00a0It is difficult to plan more than\u00a0two to three months\u00a0out\u00a0at a time.<\/strong><\/p>\n<\/div>\n<\/div>\n<div>\n<p>Uncertainty\u00a0management\u00a0requires\u00a0frequent appraisals of\u00a0current concerns\u00a0based on\u00a0relevant information\u00a0and cooperative assessments\u00a0of\u00a0priorities.\u00a0While it may feel like a diversion, conducting\u00a0situation appraisals\u00a0will\u00a0focus\u00a0resources effectively\u00a0and\u00a0reduce\u00a0the probability of undesirable outcomes\u00a0that\u00a0impact\u00a0the\u00a0sustainability and success of\u00a0the\u00a0business.<\/p>\n<h4><strong>About Kepner-Tregoe<\/strong><\/h4>\n<\/div>\n<div>\n<p>We all hope that you are well during this disruptive time in our world\u2019s history.\u00a0 For over 60 years our company, Kepner-Tregoe has had the opportunity to help major organizations navigate successfully through radical change, help solve intractable problems and increase incident and problem-management performance through tools, training and consulting \u2013 leading to highly effective teams ready to respond to your company\u2019s most critical issues.<\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n","protected":false},"excerpt":{"rendered":"<p>Can\u2019t get parts from Mexico. An outbreak stops production. Sanitation protocols and social distancing determine schedules, workspaces and workflows. Some employees don\u2019t feel safe at work. Others lack childcare or are quarantined at home. Demand\u00a0surges or fails to return. Cash dwindles.\u00a0\u00a0 Companies only can speak with authority for a couple months down the road. Facing [&hellip;]<\/p>\n","protected":false},"author":17,"featured_media":454,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[1],"tags":[],"ppma_author":[163],"class_list":["post-25841","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-uncategorized"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v25.6 (Yoast SEO v27.4) - https:\/\/yoast.com\/product\/yoast-seo-premium-wordpress\/ -->\n<title>Planning When The Future is Murky. Three actions to Manage Uncertainty - Kepner-Tregoe<\/title>\n<meta name=\"description\" content=\"Controlling the impact of business uncertainty requires frequent appraisals of current concerns based on relevant information and cooperative assessments of priorities. Situation appraisals guided by the following three actions help determine the way forward during uncertain times.\" \/>\n<meta name=\"robots\" content=\"noindex, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Planning When The Future is Murky. Three actions to Manage Uncertainty\" \/>\n<meta property=\"og:description\" content=\"Controlling the impact of business uncertainty requires frequent appraisals of current concerns based on relevant information and cooperative assessments of priorities. Situation appraisals guided by the following three actions help determine the way forward during uncertain times.\" \/>\n<meta property=\"og:url\" content=\"https:\/\/staging.kepner-tregoe.com\/zh-hans\/blogs\/planning-when-the-future-is-murky-three-actions-to-manage-uncertainty\/\" \/>\n<meta property=\"og:site_name\" content=\"Kepner-Tregoe\" \/>\n<meta property=\"article:published_time\" content=\"2020-08-19T18:10:00+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2025-07-10T14:42:50+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/staging.kepner-tregoe.com\/wp-content\/uploads\/2025\/06\/Goals-Min.jpg\" \/>\n\t<meta property=\"og:image:width\" content=\"1200\" \/>\n\t<meta property=\"og:image:height\" content=\"610\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/jpeg\" \/>\n<meta name=\"author\" content=\"Anna Sza\u0142kiewicz\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:label1\" content=\"Written by\" \/>\n\t<meta name=\"twitter:data1\" content=\"Magnus S\" \/>\n\t<meta name=\"twitter:label2\" content=\"Est. reading time\" \/>\n\t<meta name=\"twitter:data2\" content=\"4 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\\\/\\\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\\\/\\\/staging.kepner-tregoe.com\\\/zh-hans\\\/blogs\\\/planning-when-the-future-is-murky-three-actions-to-manage-uncertainty\\\/#article\",\"isPartOf\":{\"@id\":\"https:\\\/\\\/staging.kepner-tregoe.com\\\/zh-hans\\\/blogs\\\/planning-when-the-future-is-murky-three-actions-to-manage-uncertainty\\\/\"},\"author\":{\"name\":\"Magnus S\",\"@id\":\"https:\\\/\\\/staging.kepner-tregoe.com\\\/zh-hans\\\/#\\\/schema\\\/person\\\/1a1186f578c65c1684853105d071ac06\"},\"headline\":\"Planning When The Future is Murky. 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