How to Take Decisions in Uncertain Times

Drawing on joint research by Heidrick & Struggles, BCG, and INSEAD across global boards, this piece distinguishes between manageable risk ('known unknowns') and true uncertainty ('unknown unknowns') — arguing boards must shift from prediction to preparedness through clarity of roles, stronger oversight, and readiness protocols. For SEA founders scaling into more complex operating environments, this is a critical framework for pre-mortem thinking and scenario discipline. The APAC and emerging-market lens makes it particularly relevant for boards governing through political and regulatory volatility.