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Vecta on Scenario Planning | ||||||||||
Scenario planning
techniques were originally developed in World War II and
significantly refined and reinvented by Shells
Pierre Wack and Ted Newland to change the mental
maps of managers. The technique encourages managers to move away from an incremental model, that progressively develops today into tomorrow, by forcing them to explore unthinkable possibilities and their possible consequences. That encouragement to think the unthinkable is especially useful two strong trends, affecting supply and demand, coexist as now. It is a powerful supplement to strategy formulation, especially vision-led strategy. |
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Many people contributed to the development and deployment of scenario planning, many with Shell's corporate planning department led by Arie de Geus. | ||||||||||
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Traditional forecasting methods work well in stable environments but have several limitations: | ||||||||||
Forecasting Models
typically project the present into the future and tend to
ignore critical new info Most likely forecasts are often only marginally more probable than any other possibility The process of developing most likely forecasts often leads to compromise or deadlock Sensitivity analyses on most likely forcasts rarelyt ca[pture the true rangeof possibility Matrix-based planning tools oversimplify the environment and are so mechanistic so they limit creative thinking |
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Definitions: |
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Advantages of SP: |
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A carefully chosen set
of scenarios reflects the full range of possible and
credible future structures - not all scenarios are
equally likely; with five categories of uncertainty
(political, social, economic, technical and competitive)
each with, say, three levels we get 243 possible, but
many unrealistic, scenarios Scenario planning adds a creative edge to long-term planning integrating more of the dynamics and complexity of the future environment. SP gives experience of possible future outcomes before they occur, and allowing rapid response plans to be developed for several possible futures. SP integrates uncertainty into the strategic planning process, allows you to identifies sources of competitive advantage and consider your competitive positon in several possible futures, and allows you to test the relevance of your core competences against different possible futures. SP allows you to step outside experience-based mental model and think the unthinkable, challenge stereotypes, traditions, or cherished ideas, explore diversity of viewpoints, turning potential conflict into learning creating a shared understanding of where you are headed. |
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The three phases of SP: |
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The initial information
gathering phase allows traditional industry and
regional data to be supplemented by trends, historical
parallels with other regions etc and interviews with
experts, opinion leaders to bring in different
perspectives and challenge assumptions. This phase is often split into two overlapping steps in which the strategic vision of several managers is explored in a series of trigger questions while a competitive positioning exercise is conducted. |
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Scenario-building itself typically has seven steps | ||||||||||
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Translating scenarios into strategy | ||||||||||
The business ideas have to be exposed to the chosen scenarios - could disaster occur? could people freeze in their homes? will projects run out of cash? | ||||||||||
Scenario Planning, even in a "light" form, is an essential tool for managers wishing to develop strategies that are robust enough to survive more than a few months in today's uncertain world. Staff at Vecta Consulting can rapidly identify many of the key uncertainties and facilitate development of a small number of understandable scenarios against which to test your business strategy. We are also happy to review any or all stages of our own scenario planning effort. We will apply our expertise creatively - helping you develop your strategy - or destructively - exposing the weaknesses in your existing play. | ||||||||||
Our Strategy Experts Network is dedicated to exploring the key issues related to developments in business strategy. This involves projecting the evolution of market areas and approaches, identifying strategic business needs and understanding revenue models and valuations. |
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Our extended network ensures we have the expertise to help you solve just about any business or technology problem. | ||||||||||
Ask us about how we can help you apply this powerful technique:Frank@vecta5.com | ||||||||||
Vecta Consulting Limited, Mulberry House,
2 The Spinney, © 2001-2013 Vecta Consulting Limited |
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Vecta5 |