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Scenarios: Art of Strategic Conversation Hardcover – 27 Sep 1996

3.4 out of 5 stars 4 customer reviews

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Hardcover, 27 Sep 1996
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Product details

  • Hardcover: 320 pages
  • Publisher: John Wiley & Sons; First Edition, First Impression edition (27 Sept. 1996)
  • Language: English
  • ISBN-10: 0471966398
  • ISBN-13: 978-0471966395
  • Product Dimensions: 15.8 x 2.4 x 23.7 cm
  • Average Customer Review: 3.4 out of 5 stars 4 customer reviews
  • Amazon Bestsellers Rank: 2,480,061 in Books (See Top 100 in Books)
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Product description


"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

From the Inside Flap

Scenarios Scenarios deals with how managers can set out and negotiate a successful course into the future for the organization in the face of significant uncertainty. Uncertainties about the future are often felt to be uncomfortable and thus "swept under the table" by collapsing them into a single–line forecast. This is tantamount to abdication of managerial responsibility. At worst it means a wild jump in the dark. Facing up to uncertainty changes the perspective on the future completely. The secret of success moves from "finding the best strategy" to "finding the best process". Thinking about scenarios – the different plausible future environments that can be imagined – is the key to thinking the process through and to keep thinking about it as the plans for the future unfold. Scenario planning is dynamic. The focus of attention needs to be on the ongoing "strategic conversation", penetrating both the formal and informal exchange of views through which the strategic understanding develops – and actions result. deals first with the principles of organizational learning and then moves on to describe practical and down–to–earth ways in which the organization can develop its skill in conducting an ongoing scenario–based strategy process. The methods described are based on many years of practical experience of managers in both large and small organizations; and they are grounded in solid logic.

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Top customer reviews

23 February 2017
Format: Hardcover|Verified Purchase
14 July 2005
Format: Hardcover
5 people found this helpful
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23 July 2001
Format: Hardcover
11 people found this helpful
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20 March 2014
Format: Hardcover|Verified Purchase

Most helpful customer reviews on 4.5 out of 5 stars 14 reviews
Erik Gfesser
4.0 out of 5 starsEmbrace strategic uncertainty with continuous learning
26 September 2012 - Published on
Format: Hardcover|Verified Purchase
2 people found this helpful.
Thomas M. Magee
4.0 out of 5 starsA new version of the 'Crystal Ball"
5 February 2012 - Published on
Format: Hardcover|Verified Purchase
2 people found this helpful.
Barry Simpson
5.0 out of 5 starsA Masterpiece
5 November 2011 - Published on
Format: Hardcover|Verified Purchase
One person found this helpful.
Amzn Shopper
5.0 out of 5 starsMore than just scenarios, a book on strategic thinking & mgt
18 February 2005 - Published on
Format: Hardcover|Verified Purchase
12 people found this helpful.
Amazon Customer
5.0 out of 5 starsVUCA
29 March 2016 - Published on
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