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Scenario planning = the link between future and strategy /

紀錄類型:	書目-電子資源 : 單行本
正題名/作者:	Scenario planning/ Mats Lindgren and Hans Bandhold.
其他題名:	the link between future and strategy /
作者:	Lindgren, Mats,
其他作者:	Bandhold, Hans.
出版者:	Basingstoke, Hampshire ;Palgrave Macmillan, : 2009.,
面頁冊數:	xii, 204 p. :ill. ; : 25 cm.;
標題:	Strategic planning. -
電子資源:	access to fulltext (Palgrave)
ISBN:	9780230233584

Scenario planning = the link between future and strategy /
Lindgren, Mats,1959-

Scenario planningthe link between future and strategy /[electronic resource] :Mats Lindgren and Hans Bandhold. - Rev. and updated ed. - Basingstoke, Hampshire ;Palgrave Macmillan,2009. - xii, 204 p. :ill. ;25 cm.

Includes bibliographical references (p. [192]-196) and index.

Why is scenario planning needed? Some reasons from the field of strategy research -- Scenarioplanning : an introductory overview -- Scenario planning in practice -- The principles of scenario thinking -- The principles of strategic thinking.

Recent research in the field of business strategy has shown that strategic flexibility can beachieved through a scenario planning perspective for long-term competition and performance. The authors have drawn upon examples and case studies to develop a new model for scenario planning that is closely integrated with strategy and innovation. They arguethat the concept of scenario planning is as much an art as a practicalmanagement tool. The first decade of the new millennium has clearly pointed to the need to prepare for the non-preparable. The dangers of failing to do this were shown in the aftermath of the insane race on the world's stock markets in the early 2000s, in the climate wake-up, the race for oil and grain, and in the real estate and financial chaos in thefall of 2008. Could these events have been foreseen and prepared for, and thus even capitalized on? We believe so. Much of what happened was not unthinkable: it could have and was imagined with the use of scenario planning. In this book we introduce the thinking behind scenario planning and provide our readers with some concepts, models and tools to take back to their own companies. It is based on almost two decades of experience of scenario planning as a strategic tool, where we as consultants have guided multinationals and medium-sized companies as well as governments and non-governmental organizations in these approaches.

Electronic reproduction.
Basingstoke, England :
Palgrave Macmillan,
2010.

Mode of access:World Wide Web.

ISBN: 9780230233584

Standard No.: 10.1057/9780230233584doiSubjects--Topical Terms:

96072
Strategic planning.
Index Terms--Genre/Form:

96803
Electronic books.

LC Class. No.: HD30.28 / .L543 2009

Dewey Class. No.: 658.4/012

Scenario planning = the link between future and strategy /
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520 $a Recent research in the field of business strategy has shown that strategic flexibility can beachieved through a scenario planning perspective for long-term competition and performance. The authors have drawn upon examples and case studies to develop a new model for scenario planning that is closely integrated with strategy and innovation. They arguethat the concept of scenario planning is as much an art as a practicalmanagement tool. The first decade of the new millennium has clearly pointed to the need to prepare for the non-preparable. The dangers of failing to do this were shown in the aftermath of the insane race on the world's stock markets in the early 2000s, in the climate wake-up, the race for oil and grain, and in the real estate and financial chaos in thefall of 2008. Could these events have been foreseen and prepared for, and thus even capitalized on? We believe so. Much of what happened was not unthinkable: it could have and was imagined with the use of scenario planning. In this book we introduce the thinking behind scenario planning and provide our readers with some concepts, models and tools to take back to their own companies. It is based on almost two decades of experience of scenario planning as a strategic tool, where we as consultants have guided multinationals and medium-sized companies as well as governments and non-governmental organizations in these approaches.
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