Harvard Business Review

MARCH 23, 2011

How to successfully deal with a new radical state of uncertainty will require leaders to reset their organizations, reframe their perceptions of problems and opportunities, and, most important, rethink the way they think. 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

CO2

JANUARY 2, 2011

It is useful to distinction between three motivations for creating partnerships: Optimization and economy of scale, Reduction of risk and uncertainty, Acquisition of particular resources and activities) Cost Structure – The business model elements result in the cost structure. (It

Business Model 141

Business Model Executive Coaching Execution Blog 141

Leading Blog

NOVEMBER 23, 2018

Engaging in scenario planning or gaming is not to make accurate predictions, but “the very act of trying to imagine alternatives to the conventional view helps you perceive your options more clearly.” The better approach, I believe, is to accept uncertainty, try to understand it, and make it part of our reasoning.”.

Cost-Benefit Analysis 283

Cost-Benefit Analysis Scenario Planning Storytelling Objective 283

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. Practice for Business Climate Changes.

Scenario Planning 8

Scenario Planning CIO Planning Uncertainty 8

Harvard Business Review

MAY 29, 2017

But based on the experience and strategies of our clients, there are ways that they can manage the uncertainty. These can be laid out in scenario plans with specific mitigation actions assigned to help businesses react quickly if necessary. Then, firms need to think through the types of political and macroeconomic events (e.g.

Policies 8

Policies Supply Chain Politics Operations 8

Harvard Business Review

SEPTEMBER 9, 2015

For the last two months, global supply chains have been experiencing the first stage of a bullwhip effect triggered by uncertainties about the severity of China’s economic slowdown. Firms in the upstream echelons of the supply chain should tighten their belts fast and hard but understand that this is to be expected.

Supply Chain 8

Supply Chain Retail Crisis Operations 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 12

Airlines Supply Chain Scenario Planning Travel 12

Harvard Business Review

JULY 10, 2014

The product of an MIT CTL research initiative called Future Freight Flows, it is a method of convening conversations and achieving alignment, based on the practice of scenario planning. Pioneered by Shell , it’s a way of acknowledging great uncertainty without being paralyzed by it.

Planning 8

Planning Scenario Planning Transportation Workshop 8

Harvard Business Review

OCTOBER 31, 2016

Sure, the value of an in-depth discovery phase; comprehensive, quantitative, and qualitative research; stakeholder interviews; scenario planning; and alignment are undisputed. And how often have you crafted a meticulous three-year strategic plan, only to have it become obsolete after a few months, or even weeks?

Agility 8

Agility Strategy Short-term Long-term 8

Harvard Business Review

JUNE 20, 2017

Multinational companies operating in Mexico are facing a great deal of uncertainty. Many of the companies we work with that have operations in Mexico have taken up scenario planning to prepare for a range of potential economic and political changes in the country that could affect their businesses. YOY in 2017–2018.

Supply Chain 8

Supply Chain Depreciation Uncertainty Marketing 8