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"Artful scenario spinning is a form of convergent thinking about divergent fututes. It ensures not that you are always right about the future but----better----that you are almost never wrong about the future."----Stewart Brand This groundbreaking book from University of Strathclyde professor Kees van der Heijden shows how to use scenarios----a powerful new approach to strategic planning----to pilot your company profitably through unknown territory. When initially developed, scenario planning helped companies understand external change----change in markets, the competitive arena, technology, demographics, etc. In this book, van der Heijden goes one giant step further. After tackling external forces, he shows you how to apply the logic of scenario planning to internal forces. A dynamic scenario--based approach to the strategic planning and organizational learning from an internationally respected authority Arms managers with tools, concepts, and techniques they need to profitable pilot their organizations into an uncertain future
Product Details

Table of Contents

THE CONTEXT. 1965 to 1990: Five Discoveries in Shell. Three Competing Paradigms in Strategic Management. THE PRINCIPLES OF SCENARIO PLANNING. The Business Idea of An Organisation. Dealing with Uncertainty. Scenarios and the Business Idea. Scenario Planning in Organisations. THE PRACTICE OF SCENARIO PLANNING. The Practitioner's Art. Articulation of the Business Idea. Competitive Positioning. Scenario Development. Option Planning. INSTITUTIONALISING SCENARIO PLANNING. The Management of Change. Planning Processes. Guiding the Strategic Conversation. Conclusion. References. Index.

About the Author

Kees van der Heijden is Professor of General and Strategic Management at the Graduate Business School, Strathclyde University, Glasgow, UK, and Visiting Professor at Nijenrode University, Holland. He is a co--founder of Global Business Network, Emeryville, California, and is currently a Principal. Before joining Strathclyde University he was in charge of Royal Dutch/Shell's scenario planning, as head of the Group's Business Environment Division. This involved the general development of the process of scenario planning in which Shell has taken a worldwide leading role. Prior to that he was head of Shell's internal strategy consulting group, assisting management teams worldwide in strategy development and implementation. He specializes in scenario planning, strategy development and institutional strategic management processes and has consulted widely in all these areas. The painting serves as an icon for the idea projected in the book strategy is about conversation, which takes place more in corridors than in boardrooms strategy, often treated as an abstract, is in the final analysis about people responding to the needs of other people the image is unconventional for a business book - the hallmark of any successful scenario/strategy project!

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