Strategy & Leadership: Volume 31 Issue 1

Scenario planning after 9/11: managing the impact of a catastrophic event

Peter Kennedy, Charles Perrottet, Charles Thomas

Managers need a framework for assessing various kinds of risk and uncertainty that will continue to confront corporate decision makers as the 9/11 event plays out over the…

Decision‐driven scenarios for assessing four levels of uncertainty

Hugh Courtney

Some classes of scenario planning tools and techniques are designed to inform near‐term strategic decisions. In addition, some of these are more appropriate for lower levels of…

Scenarios and strategies: making the scenario about the business

David H. Mason, James Herman

Scenario development has traditionally been an outward looking process designed to enhance awareness of potential change in the external business environment. A set of techniques…

Competitor scenarios

Liam Fahey

Several leading companies have employed scenarios to better understand both current competitors’ potential moves as well as the possible emergence of new rivals. They have learned…

Using scenarios to focus R&D

Gill Ringland

This paper focuses on the role of scenarios in planning research and development (R&D). R&D programs often focus on the technology, which is relatively forecastable. But the…

Quick takes

Understanding the triad of great leadership - context, conviction and credibility

Brian Leavy

Editor's letter

Robert M. Randall