Deciding on exit strategies: using foresight in problem resolution

Abstract

Purpose

The purpose of this paper is to show, with concrete cases, how to forgo or substantially moderate strategy that is structured within action plans: moves to alleviate coping with obstacles encountered in programme execution.

Design/methodology/approach

The paper presents a series of real‐life examples of planned withdrawal – or not – from situations clearly uneconomic, unable to meet their original purposes, counterproductive, or otherwise a futile allocation of resources and effort.

Findings

The paper finds that studied protection can spell out beforehand, with foresight and determination (and often, due expression of trust), the success of an undertaking.

Research limitations/implications

Getting the future right often seems more difficult than getting it wrong.

Originality/value

Planners, strategists and designers should profit from the types of examples reviewed to confirm the solidity of their own procedural foresight.

Citation

Richardson, J. (2009), "Deciding on exit strategies: using foresight in problem resolution", Foresight, Vol. 11 No. 2, pp. 50-62. https://doi.org/10.1108/14636680910950156