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 12

Scenario Planning Strategic Planning Kleiner Management 12

CO2

JANUARY 2, 2011

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. Strategy : In this chapter they look at the business model environment: context, design drivers, and constraints.

Business Model 141

Business Model Executive Coaching Execution Blog 141

Center for Creative Leadership

JUNE 22, 2020

They must focus on multiple facets of the business instead of ensuring success in a single area. Rather than waiting to be caught by surprise, they revel in scenario planning, learning about future trends, and imagining how they can influence the world to their advantage. Ready to Take the Next Step?

Leadership 106

Leadership How To Long-term Short-term 106

Harvard Business Review

MARCH 28, 2017

To understand what digital leaders do differently, Korn Ferry not only drew on broad research into business change but also interviewed leaders who are driving transformation at some of the world’s most successful organizations. Discipline and Focus. They are also prepared to take risks. Empowerment and Alignment.

Organization 8

Organization SPM Content Agility 8

Harvard Business Review

NOVEMBER 1, 2011

To minimize their negative impact, there are two steps that managers can take: Plan ahead (as much as you can). One way to reinforce this assumption is to engage in scenario planning before pulling the trigger, preferably by engaging people who will be affected by the change.

Airlines 11

Airlines Supply Chain Scenario Planning Travel 11

Harvard Business Review

MAY 14, 2013

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. But in turbulent times, these approaches can lead companies to miss critical market inflection points. Finally, it is imaginative.

Scenario Planning 8

Scenario Planning Consensus Strategic Planning Innovation 8

Harvard Business Review

MARCH 23, 2011

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. They need to be embraced by leaders to enable them to deal with a world of radical uncertainty.

Uncertainty 13

Uncertainty Supply Chain Scenario Planning Sharpe 13

Harvard Business Review

MAY 2, 2016

Google’s Chade-Meng Tan , has developed dozens of such workplace meditation modules that could fit neatly into planning retreats. Explore alternative scenarios: It’s also possible to inject an element of mindfulness without meditating at all.

Strategy 8

Strategy Goleman Strategic Planning Parcell 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. Luck matters but so do the data-driven odds.

Class 9

Class Education Supply Chain Sports 9

Harvard Business Review

JANUARY 31, 2013

We identify five major groups (see chart: "Manufacturing is Diverse"), in which the inputs that define success vary. For example, in a world of rising and complex risk, they will need to adopt planning systems that don't rely on point forecasts, but use scenario planning.

Globalization 9

Globalization Supply Chain Pharmaceuticals McKinsey 9

Strategy Driven

OCTOBER 25, 2013

You always draw upon successful elements of other client crises. Next comes Crisis Planning. What-if scenario planning is similar to the processes utilized in overall company strategic planning and visioning. The crisis plan must be part of the bigger process, not an adjunct or afterthought.

Crisis Management 77

Crisis Management Crisis Risk Management Budgeting 77

Strategy Driven

JANUARY 8, 2019

It’s about coming up with possible scenarios for the future given these developments. Futurists use tools that systematize these recommendations including scenario planning, environmental scanning, Delphi surveying, and individual software programs like Fibres, Futures Platform, and Athena.

Flextime 74

Flextime How To Scenario Planning Consultative 74

Harvard Business Review

FEBRUARY 14, 2011

In terms of scenario planning , firms would think about alternative paths. Next, firms would assess the likely impact of alternative scenarios on their operations. For example, it is likely that food importing firms, providers of medicine, and other necessities are likely to continue to operate with success.

Strategy 13

Strategy Politics Short-term Long-term 13

Harvard Business Review

JUNE 7, 2017

The success of the proposal requesting increased disclosure by ExxonMobil suggests that we have reached a tipping point within the investment community in the recognition of climate risks. Despite the company’s board recommendation that investors to vote against the proposal, a striking 62.2%

Tips 8

Tips Supply Chain Proposal Decentralization 8

Harvard Business Review

JANUARY 14, 2015

An intrepid energy industry executive we know takes a novel, planning-based approach to managing politics, and we’ve taught the same method to many female executives over the years. To inject some predictability into the most crucial of organizational interactions, he uses scenario planning to map out strategies.

Politics 8

Politics Strategy 360-Degree Feedback Mentor 8