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Scenario Planning

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Scenario planning can help organisations to plan long-term by developing hypotheses for what might happen in the future. This topic looks at some of the leading thinkers, the scenario planning process and some of the advantages and disadvantages of using scenarios.

 

Scenario Planning Overview

 

Scenario planning can help organisations to plan long-term by developing hypotheses to enable a vision of what might happen in the future. This article looks at some of the leading thinkers, the scenario planning process and some of the advantages and disadvantages.

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Scenario Planning Made Easy

 

A methodology setting out a framework to help implement and facilitate a scenario planning project in a short period of time.

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Stages of Scenario Planning

 

Lawrence Wilkinson’s article, 'How to Build Scenarios', outlines the basic components necessary to create an effective scenario strategy within an organisation.

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Idon Model of Scenario Planning

 

Idon Associates is an international consultancy, specialising in strategic thinking. Their approach to scenario planning is outlined in this article.

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Kees van der Heijden - The Sixth Sense

 

The name Kees van der Heijden is synonymous with the art of scenario planning. This article explores van der Heijden’s thoughts on how scenario planning can give organisations the much sought after competitive edge.

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Questions to Help You Check Your Plan

 

This methodology serves as a handy checklist to ensure your plan has everything it needs.

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Arie De Geus and the Living Company

 

As a former coordinator of worldwide planning for Royal Dutch/Shell, Arie de Geus is well schooled in the subject of scenario planning and future management. His book, 'The Living Company', is a study of how large corporations can improve their prospects for survival.

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Scenario Questioning

 

This quick checklist provides some helpful questions for use in the process of scenario planning.

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How to Develop a Successful Scenario

 

This very short article provides general guidelines for creating a successful scenario. They are based on the model developed by Idon, the international strategy consultants.

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Schwartz's 8-Step Process

 

In his best-selling book, 'The Art of the Long View', Peter Schwartz advocates a basic eight-step process for those embarking upon a scenario planning project. This article outlines Schwartz’s advice.

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The Mont Fleur Scenarios

 

An article outlining the lessons from the Mont Fleur Scenarios used to focus public and political attention on the direction South Africa should take in the wake of the dismantling of Apartheid.

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Strategy for Implementing a Scenario Planning Process

 

In 'The Sixth Sense', Kees van der Heijden presents a detailed strategy for implementing a scenario planning process. His ideas are outlined in this short article.

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Peter Schwartz and the Art of the Long View

 

Peter Schwartz is a world-renowned expert on future management and scenario planning. He believes that scenario planning is an essential tool for taking the long view in a world of great uncertainty. Here we look at the reasons behind his thinking.

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The Pitfall and the Pendulum: A Scenario Planning Case Study

 

This case study encourages participants to elicit problems and potential pitfalls in a situation when everything appears to be going well. Allow around 45 minutes for completion.

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Scenario Planning: Can You See The Future?

 

This self-test is designed to elicit the limits to individual and organisational thinking. Allow 30 minutes for completion.

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Individual and Organisational Scenario Planning

 

This self-test encourages an exploration of how well scenario planning fits with individual and organisational approaches. Allow 25 minutes for completion.

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Considering The Future Using Scenario Planning

 

This exercise is an excellent way to kick off an exploration of planning for the future and its benefits for the organisation. The exercise can also be easily adapted to tackle the future of departmental or organisational aspirations, or a particular product/service. Allow 30 minutes for completion.

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Identifying Factors Which Cause Change

 

This is a lively and informal group exercise designed to get participants thinking about the ‘warning signs’ of changes that may affect their future. It will take about 25 minutes to complete. (No separate task sheet is required.)

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