Managers are facing unprecedented complexity, volatility, and ambiguity, quickly adapting their decision-making, leadership, vision, and strategies. Megatrends and forces of change have profound implications for business models, processes, and organizational structures, calling into question current paradigms and designing future change. Additionally, unprecedented disruptions, unforecastable in their nature, have increased the need for resilience and strategic flexibility.
The book aims at tackling the potential interrelations among environmental transformations, strategic decisions, and leadership to better understand the role of external and internal factors on the effectiveness of managers.
The book defines -change-: its extent, nature, and characteristics. Then, it focuses on decision-making, the role of potential cognitive biases, and how the interaction with the perception of determined environmental events affects the way in which decision-makers decide to imple
