Scenario Planning

Table of Content Table of Content1 1.0. Introduction2 2.0. Is Scenario Planning worthwhile?2 2.1. Redefining the dilemma2 2.2. What is scenario planning?3 2.3. Who should, and should not conduct scenario planning?7 3. mop up9 Reference List10 1.0. Introduction Scenario planning is a tool of strategical decision-making that does not focus on accurately predicting the future, but is a process that creates a number of possible futures that are apt yet uncertain (Schoemaker, 1995; van der Heijden, 1996). Scenario planning has been implemented successfully to a great extent, however there is a organic dilemma in the map of scenario planning where its causes wrong strategic choices to be made, uses too oft durations time, and cost too much where it was intended to help organizations make right decisions, save time and reduce costs (increase profits). 2.0. Is Scenario Planning Worthwhile? A vituperative analysis would be made to explore both sides to this view, for and against the use of scenario planning in international strategy developments. However, to refine and get around the outcome of the analysis, the scope of fundamental dilemma would need to be redefined. 2.1.

Redefining the dilemma Cost redefined Concerning the cost involved in scenario planning, the costs of scenario planning really depends on the numerous variables such as the organization size, timeframe of the scenarios, teams and those partnering in the strategic planning process (outsourcing, supernumerary consultations from professional planners would drive up cost) and methods of analysis and data allurement involved in the planning process (methods such as Delphi survey, Monte Carlo Simulation, cost considerable expenses). Time redefined Scenario planning could grow around 6 to 12 months for some organizations engaging in depth, multi scenario planning, while some experts argue it could be achieved in wholeness day (Mercer, 1997). Wrong strategic choices... If you want to get a full essay, order it on our website: Orderessay

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