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[ASM] G2 - Growth Through Scaling (BGS) (Introduction: Growth Strategy…

- - - - Step 3
        
        Construct scenarios
        
        Plot scenarios to help visualize the differences
        
        select two of the most important uncertainties
        
        each quadrant should be mutually exclusive
      - Step 4
        
        Write the scenario
        
        Tips
        
        Use vivid descriptions
        
        Focus on plausibility, but embrace the scenarios you've created.
        
        Generate details
        
        Imagine the evolution of each scenario ( 20%, 50%, 100% into the time horizon )
      - Step 2
        
        Identify the key trends and uncertainty
        
        Trend
        
        Things that are sure to count on in the future
        
        Based on observed change and have expert consensus
        
        Uncertainty
        
        Things used to build scenarios
        
        Less sure about
        
        Focus on the big issues
        
        Prioritize uncertainties
      - Step 5
        
        Reflect on current strategy
        
        Tips
        
        Use these possible futures to reconsider the strategic decisions.
        
        How do current resource allocation decisions hold up across scenarios
        
        Seek to identify opportunities for more robust strategic moves
        
        Repeat the process with different combinations of uncertainties ( generationg different scenarios )
      - Step 1
        
        Identify the key strategic issue
        
        Ask some key questions
        
        Scope the time horizon
        
        Seek inputs from inside and outside your organization
      - Points
        
        Identify key strategic issue
        
        Identify trends/ uncertainties
        
        Construct scenarios
        
        Visualize those scenarios
        
        Examine robustness of strategy across the different scenarios
- - - - lose standart battle
    - - beyond capabilties
  - - - Risky and deadly
    - - Product Segment - e.g. Rolls Royce
      - Geographical Segment - e.g. Local restaurants
    - - Slower growth strategy
  - - - not just reacting to pressure to grow
    - - consistent with company purpose
      - needs to help advance the business 'mission and goals
  - - - need to be clear on how that value is going to get crate
      - how that growth is going to help