Scenarios are stories that describe the possible futures in which one must compete 5, 10 or 20 years from now. They allow individuals to analyze prospective actions by playing them out in three or four distinct ways.
Scenarios are predicated on plausible consequences of external powers, events, and players as they happen in time, and make patterns of the future that could have substantively different effects on strategic decisions. Therefore, scenarios are significant to executives and managers in the 21st century as they develop competitive strategies. By employing Abbreviated Scenario Thinking, executives utilize published world-wide scenarios to assess the driving forces that affect their organizations, asking "What If?" as an opening point to scenario planning. This could generate benefits even before any formal scenarios are collected.
PUBLICATION DATE: November 15, 2011 PRODUCT #: BH454-PDF-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
Related Case Solutions & Analyses:
Human Resources, Social Media Policies and the Law in Canada
Contesting the Value of “Creating Shared Value”
Managing Value in Supply Chains: Case Studies on the Sourcing Hub Concept
Implementation of a Hybrid Operating Room for Cardiac Surgery at the Sainte-Justine University Hospital: Collaboration and Change Management Challenges
Pulmocit (B): Negotiating Pharmaceutical Products with the Government
Xi’an International University: The Growth of Private Universities in China, Chinese Version
J.-Robert Ouimet and Tomasso Corporation
Setting You Up to Fail?
The Millennium Challenge Corporation and Ghana
What Happened at Citigroup? (A)
