Social Media

In the media

See All recent Media

Selection of Ross Dawson Frameworks

Humans in the Future of Work Mobile Social Media Global Comparisons Video: Future of Work Crunch Time 2014 Future of the CIO 2013 Trends Future of Work Scenario Planning in Action

2012: 12 Themes Crowdsourcing Landscape Version 2 Crowd Business Models Transformation of Government Transformation of Business Success in a Connected World Map of the Decade Zeitgeist 2011

Newspaper Extinction Timeline iPad Media Strategy The NewsScape Media Revenue Models Knowledge Based CRM Framework Social Media Strategy Influence Landscape Enterprise 2.0 Implementation

Media Lifecycle Future of Media: Strategy Tools Key Elements of Media Business Models Trend Blend 2008 Web 2.0 Trend Blend 2007 Future of Media Framework

Scenario Planning in Action

Scenario Planning In Action

Scenario Planning In Action

Click on the image to see full-size pdf

Below are summaries of the key points in the overview page:

What is scenario planning?
Generating insights by creating a small set of scenarios for an organization’s future environment that are:

– Relevant to critical business decisions
– Distinct
– Individually realistic and believable
– Together cover the breadth of relevant uncertainties

Why scenario planning?
– The pace of technological and social change is increasing
– Industry structures are rapidly shifting
– Strategy must take uncertainty into account
– Responsiveness to change is vital for success
– The future is increasingly uncertain

Possible objectives for scenario planning
– Foster useful strategic conversations among key executives and managers
– Enhance responsiveness to emerging challenges and opportunities
– Generate and assess innovative strategies and options
– Align strategic planning activities across the organization
– Build deep understanding of business environment drivers
– Communicate strategic perspectives across the organization and beyond
– Create the future

Success factors for scenario planning
– Getting the right question and scope
– Broad and meaningful involvement throughout the process
– Balance between plausibility and stretching thinking
– Bringing in external perspectives
– Creating compelling stories
– Focus on effective communication of the scenarios

Below are summaries of the key points in the example process:

– Prioritize objectives
– Decide focal issues
– Set time horizon
– Define scope
– Name core and extended scenario teams

– Provoke new thinking
– Brainstorm spectrum of issues
– Identify vital driving forces
– Research key themes
– Distinguish certainties and uncertainties
– Test preliminary scenario frameworks

– Establish scenario framework
– Build scenario logics
– Generative compelling narratives
– Ensure internal consistency

– Create scenario documents and outputs
– Enable people to experience the scenarios
– Generate discussion of implications

– Test current strategies
– Generate strategic options
– Define a core strategy robust against scenarios
– Establish contingent strategies

– Establish ongoing strategic conversations
– Build systems to monitor weak signals
– Build responsiveness to change