Strategy Under Uncertainty: A Briefing for African Boards

Boards are asked to approve strategies that rest on assumptions about markets, funding and policy — and then to hold those strategies steady through years in which every one of those assumptions may move. This briefing sets out a practical way to do both.

What is inside

• A method for stating the three or four assumptions a strategy actually depends on
• Trigger conditions: writing down in advance what would justify a change of course
• An agenda structure that separates debate from decision
• A one-page board dashboard covering assumptions rather than activities

Who it is for

Board chairs, company secretaries and chief executives preparing an annual strategy review, in both private companies and public institutions.