Embracing a culture of uncertainty, … really?

In an article issued in January 2026, strategy professor Philippe Silberzahn calls for ‘developing a true culture of uncertainty’ in organisations. In a post published shortly afterwards, he points to management’s inadequate reactions to uncertainty, trying to protect teams by increasing control and centralising decisions. He advises showing ‘vulnerability […] to better connect with reality’.

Philippe Silberzahn is right to vibrantly promote a culture of uncertainty, because embracing uncertainty is one of the success factors in an innovative company. We should crave a culture of uncertainty. Managerial vulnerability is an admirable virtue.

Alas, the road to hell is paved with good intentions. The CEO who will announce at the annual shareholders’ meeting that he will promote a culture of uncertainty has not yet been nominated. A blunt and straightforward approach will crash against the pitfalls of everyday life.

The only way out is to use cunning to reach the destination.

I outline the ways and means by which this can be achieved. There is already a well-stocked toolbox of references, processes and tools. The last mile in the journey is to craft a brand new managerial practice: that of transforming a traditional company in which a few people innovate into a company with a fully-fledge innovation management system that knows how to navigate uncertainty and turn it into great opportunities.

To find out more, read the full article in PDF!