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The Art of the Long View: Planning for the Future in an Uncertain World
 
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The Art of the Long View: Planning for the Future in an Uncertain World (Paperback)

by Peter Schwartz (Author)
5.0 out of 5 stars  See all reviews (1 customer review)
RRP: £18.99
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Price For All Three: £49.28

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Product details

  • Paperback: 288 pages
  • Publisher: John Wiley & Sons; New edition edition (25 Sep 1997)
  • Language English
  • ISBN-10: 0471977853
  • ISBN-13: 978-0471977858
  • Product Dimensions: 22.8 x 15.2 x 2.1 cm
  • Average Customer Review: 5.0 out of 5 stars  See all reviews (1 customer review)
  • Amazon.co.uk Sales Rank: 84,981 in Books (See Bestsellers in Books)

    Popular in this category:

    #57 in  Books > Business, Finance & Law > Management > Strategy

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Product Description

Michael Porter, Professor of Business Administration, Harvard University

A Fascinating book about the art of unlocking fresh perspectives for the future, a crucial challenge in any organization.


Stewart Brand

Artful scenario spinning is a form of convergent thinking about divergent futures. It ensures that you are not always right about the future but - better - that you are almost never wrong about the future. The technology is powerful, simple, and enjoyable, and so is Schwartz's book.
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The Art of the Long View: Planning for the Future in an Uncertain World
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Customer Reviews

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5 of 5 people found the following review helpful:
5.0 out of 5 stars The Long View: Macro and Micro Perspectives, 10 Feb 2006
By Robert Morris (Dallas, Texas) - See all my reviews
(TOP 100 REVIEWER)    (REAL NAME)   
Founder and chairman of the Global Business Network, Schwartz is one of the world's leading futurists. As also indicated in the more recently published The Long Boom, his writing is as clear and crisp as his thinking. Schwartz's comments and suggestions are anchored in extensive real-world experience. His objective is to explain the process of what he calls "scenario-building" which enables managers to "invent and then consider, in depth, several varied stories of equally plausible futures" so that they can make (in his words) "strategic decisions that will be sound for all plausible futures. No matter what future takes place, you are much more likely to be ready for it -- and influential in it -- if you have thought seriously about scenarios."

Managers of companies (regardless of size or nature) are already aware of constant change within their competitive marketplace. Recent developments, notably use of the Internet to expedite globalization, suggest that change will occur progressively faster and have progressively greater impact, both positive and negative.

Meanwhile, for obvious reasons, managers of companies face daily situations and circumstances which require immediate attention and, more often than not, they must quickly make decisions which have profound implications. As a result managers find it very difficult to see "the larger picture", to maintain a "long-term perspective."

Schwartz suggests how. Like Drucker, he avoids making predictions. Rather, he helps his reader to formulate the degree of probability of certain events yet to occur...and then to prepare accordingly.

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