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.
Keywords
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
Publisher
:Emerald Group Publishing Limited
Copyright © 2009, Emerald Group Publishing Limited