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2.4 - Coggle Diagram
2.4
Scenario Planning
According to Schoemaker (1995, p.25), "scenario planning is a disciplined method for imagining possible futures"
Unexpected and unpredictable events, sometimes called 'tipping points' (Gladwell, 2000)
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Attempts to capture the richness of possibilities and stimulate decision-making in how the firm will respond instead of predicting the future
The Scenario Process
Define Scope (Industry, region, years)
Identify Key Drivers for Change (PESTEL, forecasts, Scenario Cube)
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Scenario Planning is “The process of visualizing what future conditions or events are probable, what their consequences or effects would be like, and how to respond to, or benefit from them.”
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Scenario planning is a mix of qualitative (fiscal policy, geopolitical tensions) and quantitative (GDP, unemployment) views when approaching risk management
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Saulsgiver claims that scenario planning is far superior and more strategic than traditional forecasting offering greater flexibility and preparedness than subtle quantitative forecasting models
Directions of Changes "Checking forecasts against..."
(Exploring Strategy, p.50)
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Inflexion Points
When trends shift in direction, for example turning sharply upward or downwards
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How doe Oeganisations plan for the future?
(Julian Rawel Lecture, 2021 )
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"Strategy could help us deal with what is going on at the moment and also what might happen in the future"
Range Forecasting
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Coupling forecasting with scenario planning we have a range of possibilities of what might happen in the future
Scanning, monitoring and forecasting
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Monitoring
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Once signals are identified, monitoring role is to focus on them regularly
(B) Monitoring is a systematic attempt by the organisations to follow weak signals identified as significant, helping in tracking them as they develop into a more discernible pattern.
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Forecasting
Allows the organisation to develop ptojections of anticipated future outcomes based on existing and historical data, knowledge and trends
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