Harvard Business Review

AUGUST 23, 2013

It''s the rare CIO who applies scenario planning to the business of IT. Yet, in a function driven by innovation and the uncertainties surrounding the application and implication of future technologies, not using scenarios is tantamount to management malpractice. IT management' IT Doesn''t Matter (to CEOs).

Scenario Planning 8

Scenario Planning CIO Planning Uncertainty 8

Harvard Business Review

JANUARY 31, 2013

First we see major shifts in demand: developing economies such as China and India are morphing from the world's source of low-cost manufacturing capacity to the world's best market opportunities. Robots are gaining new capabilities at lower costs and are increasingly able to handle intricate work. but also the risks.

Globalization 9

Globalization Supply Chain Pharmaceuticals McKinsey 9

Harvard Business Review

MARCH 28, 2017

Agile businesses run planning and execution in parallel, investing in scenario planning so they can act promptly when opportunities arise. They leverage their own IP whenever possible but are also happy finding and applying IP from outside sources when needed or when more cost-effective. Empowerment and Alignment.

Organization 8

Organization SPM Content Agility 8

Harvard Business Review

SEPTEMBER 9, 2015

Consequently, although companies should cut costs now, they should be on the lookout for the quick rebound that is likely to follow. During an economic crisis, the exaggerated decline in orders can be especially damaging to upstream suppliers that have high fixed costs tied to production assets.

Supply Chain 8

Supply Chain Retail Crisis Operations 8

Strategy Driven

NOVEMBER 2, 2012

Questions to follow in Budgeting as part of Strategic Planning and Visioning processes include: Does this process increase your accountability to funding sources and to the public? Are budgeting measures used to manage performance? Is the performance management system focused upon outcomes? Base Budgets on Value, Not on Cost.

Strategic Planning 66

Strategic Planning Budgeting Planning Competitive Advantage 66

Harvard Business Review

JULY 10, 2014

Shippers pursue clear (if hard to obtain) cost, profit, and service objectives, while the public sector’s objectives are always in flux, given the conflicting interests of constituents (including active opposition to new infrastructure projects). Now, two years later, we’re seeing the fruit of those discussions.

Planning 8

Planning Scenario Planning Transportation Workshop 8

Harvard Business Review

MAY 15, 2018

Waiting for perfect information to start planning is a risky approach because sufficient clarity may come too late, if at all, to take crucial action. Brexit’s complexity can also easily lead to analysis paralysis and a sense that all planning is useless. How to Plan for Brexit. Understand possible scenarios.

Planning 8

Planning Supply Chain Strategic Planning Workshop 8

Harvard Business Review

FEBRUARY 14, 2011

Thomas Cook Group, the tour operator, indicated that the cost of the Egyptian and Tunisian uprisings would be on the order of $32 million and Tui Travel has warned it could lose up to 30 million pounds. Thus managers play it safe, choosing to replicate rivals' strategy and, ultimately, to earn close-to-the-mean returns.

Strategy 13

Strategy Politics Short-term Long-term 13

Harvard Business Review

JUNE 20, 2017

This would amount to higher tariffs for inputs or final goods, which, though unlikely to reach the 25% tariff levels suggested during Trump’s campaign, would still raise costs for multinationals and further inhibit cross-national supply chain integration. Navigating the Next Two Years in Mexico.

Supply Chain 8

Supply Chain Depreciation Uncertainty Marketing 8