While company planners regularly resort to forecasting to estimate results at some future point in time, the author considers forecasting has serious limitations and is not a trusted guide for the long term future. Instead, he urges scenario planning as a first-class manner of envisaging the future, as a way to help supervisors make better tactical choices and see the business environment more clearly. Using the substantial expertise of Shell in this region, he sets out a simple seven-step scenario planning process, which supervisors can use in a single day or two half-day workshops.
Doing this challenge executive assumptions will definitely bring organizational learning, broaden direction views and assist every person to see the business atmosphere in which they run as a complicated, nonlinear system. "In the current world of doubt, it is inadequate simply to assess condition," she says, mentioning the new approach she call "joint futures."
Using Scenarios to Plan for Tomorrow Case Study Solution
PUBLICATION DATE: March 15, 2012 PRODUCT #: IIR070-PDF-ENG
This is just an excerpt. This case is about STRATEGY & EXECUTION
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