CIOs: Scenario Planning Can Save Your Job

Harvard Business Review

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. Scenarios can help IT organizations create more resilient plans, practice for business climate changes, and better drive innovation. Creating More Resilient Plans.

Exploring Alternate Futures Can Help Identify Future Leaders

N2Growth Blog

Scenarios and scenario-based planning are widely recognized as valuable tools in setting organizations’ visions and strategies. Shell is the most famed for their scenarios and their process for developing them and using them. In their annual survey on the management and planning tools used by thousands of companies around the world, Bain and Company show a consistent and deserved popularity of scenario planning.

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Mindfulness as a Management Technique Goes Back to at Least the 1970s

Harvard Business

It first influenced business decades ago, through the development of an unmistakably hard skill that senior managers must master: strategic planning. Leaders today would be wise to learn from the past and to view strategic planning and mindfulness together. Pierre Wack, who was head of Group Planning at Royal Dutch/Shell in the 1970s, studied meditation extensively with teachers in Asia and, later, with the famous 20th-century mystic G.I.

Paul J.H. Schoemaker: A second interview by Bob Morris

First Friday Book Synopsis

Schoemaker is a pioneer in the field of decision sciences, among the first to combine the practical ideas of decision theory, behavioral economics, scenario planning, and risk management into a set of strategic decision-making tools for managers. International Science Index Lord Kelvin Mack Center for Technological Innovation Miles Davis Milton Friedman Nudge Paul J.H. Paul J.H.

How Organizations Can Thrive in the Digital Economy - SPONSOR CONTENT FROM KORN FERRY

Harvard Business

Agile businesses run planning and execution in parallel, investing in scenario planning so they can act promptly when opportunities arise. This means streamlining reporting lines, engaging a wider group of stakeholders from the outset, sharing ideas and plans before they’re fully formulated, and seeking input along the way. Image courtesy of Korn Ferry.

SPM 59

Business Model Generation : Blog | Executive Coaching | CO2 Partners

CO2

The Empathy Map looks like this: In this chapter the authors walk you through processes to arrive a enhanced design like Customer Insights, ideation, providing an introduction to the value of visual thinking, how to use prototyping, story telling, and Scenario Planning. RSS Feed Schedule a Call Free E-Book Assessment Test Coffee Schedule Coaching Lunch About Us CO2 Story Our Approach Our Successes Our Executive Coaches Gary B.

An Exercise to Get Your Team Thinking Differently About the Future

Harvard Business Review

A way around this fallacy, we’ve found, is a speed-dating version of scenario planning, one that takes hours rather than months. The high-speed scenario workshop involved three steps: 1) Identify key story elements or drivers of the STEM talent “story” to be explored; 2) conceive a plausible future by combining the elements; and 3) explore this future to understand its implications for their businesses.

Create a Strategy That Anticipates and Learns

Harvard Business

The restaurant chain, Olive Garden, uses predictive analytics to guide its food buying and retail staffing plans. And so the power of incumbency, firm competencies, and market share is giving way to the ability to engage across companies and industries, innovate, individualize, and deliver. This isn’t a retread of scientific management , nor is it an updated take on scenario planning.

SWOT 35

What a Good Moonshot Is Really For

Harvard Business Review

They''re a keystone of what we call a "future-back" approach to strategy, which unlike the "present forward" nature of most strategic-planning processes, doesn''t operate under the assumption that tomorrow will be pretty much like today, and the day after pretty much more of the same. At the heart of the future-back process is a consensus view of your company''s desired future state.This isn''t scenario planning, where you consider a range of possibilities.

How Multinationals Should Be Planning for Brexit

Harvard Business

Only a minority of firms is well ahead in planning and preparing a UK market strategy. At the recent Brexit Workshop we held for clients — in this case, 19 UK heads of some of the world’s largest multinational firms — 10 of them had not started or had only just begun planning for Brexit. But that doesn’t mean companies shouldn’t start the work required to come up with a plan. How to Plan for Brexit. Understand possible scenarios.

Create a Strategy That Anticipates and Learns

Harvard Business Review

The restaurant chain, Olive Garden, uses predictive analytics to guide its food buying and retail staffing plans. And so the power of incumbency, firm competencies, and market share is giving way to the ability to engage across companies and industries, innovate, individualize, and deliver. This isn’t a retread of scientific management , nor is it an updated take on scenario planning.

SWOT 12

The Potential and Pitfalls of Doing Business in Cuba

Harvard Business Review

These two events would serve to drive greater capital inflows to Cuba (we estimate that foreign direct investment could climb from $700 million USD to above $3 billion USD annually), and thus allow the government to continue the process of shifting workers from the public to the private sector, where productivity and innovation is significantly higher. Under such a scenario, multinationals would see expanded opportunity across diverse sectors. These scenarios are not a given.

GDP 12

Living in a Radical State of Uncertainty

Harvard Business Review

The kind of thinking generated by scenario planning, video/war-gaming, and design thinking need to move from the margins of corporations and government organizations to core strategic positions. A former assistant managing editor for Business Week , he is professor of Innovation and Design at Parsons The New School for Design.

Six Classes Your Employer Wishes You Could Take

Harvard Business Review

Scenarios. 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. Scenarios demand expository and analytic, as well as literary, skills. What serious employer doesn''t want to hire someone who can envision and articulate scenarios describing the future(s) of the enterprise?

Get Ready for the New Era of Global Manufacturing

Harvard Business Review

Second, we see a raft of innovations that will alter how products are designed, manufactured and sold — everything from nanotechnologies to 3D printing. Then, manufacturing's most important role is as a driver of innovation, trade, and productivity. Innovations Are Changing The Way We Design Products. On the innovation front, the opportunities are more diverse, but equally powerful. This contest will continue to drive productivity and innovation around the world.

What a Changing NAFTA Could Mean for Doing Business in Mexico

Harvard Business

While consumer spending has proven resilient, with same-store retail sales rising 6% YOY in April , most multinational corporations are developing contingency plans to mitigate risks to their businesses and reassessing the country’s role in their global market portfolio and supply chains. Most Mexico country managers believe one of the following scenarios is likely: A long period of populist-driven uncertainty.