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Uncertainty is often treated as a problem to be solved. Organizations commission forecasts, build business cases, develop scenarios, and create increasingly sophisticated models in the hope that better information will make the future predictable. Yet the most consequential decisions in an enterprise rarely occur when the future is clear. They occur precisely when information is incomplete, assumptions are contested, and the consequences of waiting may be greater than the consequences of acting.
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إخلاء المسؤولية: البودكاست والأعمال الفنية المضمنة في هذه الصفحة مأخوذة من Victor Leung، وهي مملوكة لمالكها وليست تابعة لشركة Listen Notes, Inc أو معتمدة منها.
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