Technology, mergers and acquisitions, changing workforce demographics, constantly shifting organizational strategies, new ways of working, global competition – all of these factors generate chronic organizational uncertainty. This article focuses on the nature of integrated portfolio strategies (IPS) which companies in North America and Europe have adopted to manage organizational uncertainty. It draws on the developing work on the science of complexity and adaptive strategies to explore issues of standardization and customization, supply chain relationships, knowledge and workplace options. It argues that uncertainty is best met with a diverse set of options that continually emerge and disappear over time in response to changing business conditions.
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