Scenario Planning

Frontmatter

Introduction

Abstract

We chose to call this book Scenario Planning: The Link Between Future and Strategy because scenario planning is what we do as human beings all the time. The healthy brain is constantly writing scenarios, interpreting signals in the environment and reframing them into meaningful images of and trajectories into the future. Healthy organizations do this too.

Mats Lindgren, Hans Bandhold

1. Why Is Scenario Planning Needed? Some Reasons from the Field of Strategy Research

Abstract

For almost two decades we have worked with clients on strategy and strategic change. Numerous clients and participants in seminars and workshops have raised the question that caught our attention: ‘How do you compete successfully in this endlessly changing world?’

Mats Lindgren, Hans Bandhold

2. Scenario Planning: An Introductory Overview

Abstract

What is a scenario? Are all descriptions of the future scenarios? And what can scenarios be used for?

Mats Lindgren, Hans Bandhold

3. Scenario Planning in Practice

Abstract

In the previous chapters we have given an overview of what scenario planning is all about, why it is needed and the principles of scenario and strategic thinking. Now it is time to show how to make use of scenario planning as a powerful tool in strategic planning processes. We will go all the way from considering how to determine focal questions and project design, through scenarios and visions, to ways of developing strategies that can be put into action.

Mats Lindgren, Hans Bandhold

4. The Principles of Scenario Thinking

Abstract

In the previous chapters we have introduced the arguments for scenario planning, given a brief background and introduction, and provided an in-depth description of scenario planning in practice. In Chapters 4 and 5 we will summarize the content of book in a few principles of scenario and strategy thinking.

Mats Lindgren, Hans Bandhold

5. The Principles of Strategic Thinking

Abstract

Scenario thinking is by nature strategic, in the sense that it deals with the big picture. Therefore all that has been said earlier about the principles behind scenario thinking is applicable also to strategic thinking. But moving from scenarios – that is, pictures of the business context – to strategies requires something more. And that something has to do with the processes going on inside the organization, and the organization2’s links to the external world.

Mats Lindgren, Hans Bandhold

Backmatter