How corporations learn from scenarios

Strategy and Leadership - Tập 31 Số 2 - Trang 5-15 - 2003
LiamFahey1
1Liam Fahey is internationally recognized as a leading consultant on competitor analysis, competitive strategy, and scenario learning (Liam.Fahey @Leadershipforuminc.com). Of the seven books he has published on these topics, his three most recent are: Learning from the Future (1998), Competitors: Outwitting, Outmaneuvering and Outperforming (1999), and The Portable MBA in Strategy, Second Edition (2001). Based in Needham, Massachusetts, he is an adjunct professor of strategic management at Babson College, a visiting professor of strategic management at Cranfield School of Management in the UK, a founder and principal of Leadership Forum Inc., and a Contributing Editor of Strategy & Leadership.

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This article shows how scenarios provide a powerful methodology to identify, connect, and assess the critical strategic and knowledge uncertainties they inevitably contain within them, the seeds of any organization’s future marketplace opportunities. Although these two types of uncertainties are quite distinct, scenarios furnish a proven means for senior managers and others to surface and grapple with these uncertainties as a means not just to learn about plausible futures that may confront them but also to better understand the current and emerging competitive context. The outcome is the capacity to upgrade the quality of the inputs to all phases of strategy development and execution.

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Strategy and Leadership

Tập 31 Số 2

5-15

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