MANAGING UNCERTAINTY: PEARSONS UNCERTAINTY MAP (Trott 2012)

-High uncertainty concerning output and the target of the activity and low uncertainty concerning the process and how the target will be achieved

- High uncertainty concerning output and the target of the activity and low uncertainty concerning the process and how the target will be achieved (e.g. UNIVERSITY RESEARCH LIBRARY)

HIGH

(NEW TECHNOLOGY/MATERIAL IS DEVELOPED BUT UNSURE HOW IT WILL BE USED) 3) APPLY: APPLICATIONS ENGINEERING: Organisation explores potential uses of known technology and management efforts concentrate on which market to enter.

UNCERTAINTY ABOUT THE OUTOUT (THE ENDS)

1) APPLY: EXPLORATORY RESEARCH: Involves technical managers who understand this technology, and commercial managers who may see market opportunities. Possibilities must be considered via continual formal/informal discussion - Low uncertainty concerning the output and target of the activity and high uncertainty concerning the process and how the target will be achieved (COMMERCIAL OPPORTUNITY HAS BEEN IDENTIFIED, BUT IS UNCLEAR HOW IT WILL BE FILLED/ACHEIVED) 4) APPLY: DEVELOPMENT ENGINEERING Specialised project management skills needed to ensure products deliver/cancelled before costs escalate

- Low uncertainty concerning output and the target of the activity and low uncertainty concerning how the target will be achieved (INNOVATIVE ACTIVITIES ARE COVERED WITH MOST UNCERTAINTY E.G. Improving existing products/combining market opportunity with technical capability to create new products) 4) APPLY: COMBINING MARKET OPPORTUNITIES WITH TECHNICAL CAPABILITIES Combining market opportunities with technical capabilities viewed as tinkering with technology. Excites commercial managers given offerings closeness to the market and ability to respond to consumer needs. KANOPY LOW

LOW

HIGH

UNCERTAINTY ABOUT THE PROCESS (THE MEANS)