Harvard Business Review

MAY 2, 2018

Through his unique lens, he came to create what we know as scenario planning — a widely used strategic planning practice that now spans all sectors. An HBR contributor, he wrote two seminal articles about Shell and scenario planning in 1985. Planning well, in his estimation, required “training the mind.”

Scenario Planning 13

Scenario Planning Strategic Planning Kleiner Management 13

Harvard Business Review

MARCH 23, 2011

Old efficiency thinking based on engineering and rational market models needs to be replaced by a creative intelligence based on imagining, building and managing new futures. For example, in Japan, the utility company believed its nuclear problem was water — not enough water to cool the reactors and ponds.

Uncertainty 14

Uncertainty Supply Chain Scenario Planning Sharpe 14

Harvard Business Review

APRIL 3, 2015

Examples include collaboration platforms such as MeetX , Virtualboardroom , Diligent , and Boardpad.) It would be an antidote to the insularity that so many boards are criticized for, and a useful complement to the simulations and war-game tools that help with scenario planning and anticipating competitors’ moves.

Scenario Planning 8

Scenario Planning Tools Technology Compliance 8

Harvard Business Review

SEPTEMBER 5, 2013

Scenario planning is as essential for strategy formulation as it is for the design of next generation technologies and industries. Thinking in terms of scenarios forces people to rigorously examine fundamental assumptions and unexpected risks. Reverse Engineering.

Class 9

Class Education Supply Chain Sports 9

Harvard Business Review

JANUARY 31, 2013

McKinsey has identified more than 20 distinct submarkets in China, for example. Pharmaceutical companies are mastering bio-engineering techniques that will help develop personalized medicines. Innovations Are Changing The Way We Design Products. On the innovation front, the opportunities are more diverse, but equally powerful.

Globalization 9

Globalization Supply Chain Pharmaceuticals McKinsey 9

Harvard Business Review

JANUARY 23, 2015

A way around this fallacy, we’ve found, is a speed-dating version of scenario planning, one that takes hours rather than months. The question we asked: How might a shortage of science, technical, engineering, and math (STEM) talent affect the growth of life sciences companies?

Kahneman 8

Kahneman Scenario Planning Pharmaceuticals Workshop 8