Scenario planning : the link between future and strategy /
Mats Lindgren and Hans Bandhold.
Rev. and updated ed.
Basingstoke, Hampshire ; New York, NY : Palgrave Macmillan, 2009.
xii, 204 p. : ill. ; 25 cm.
0230579191 (alk. paper), 9780230579194 (alk. paper)
More Details
added author
Basingstoke, Hampshire ; New York, NY : Palgrave Macmillan, 2009.
0230579191 (alk. paper)
9780230579194 (alk. paper)
contents note
Why is scenario planning needed? Some reasons from the field of strategy research -- Scenario planning : an introductory overview -- Scenario planning in practice -- The principles of scenario thinking -- The principles of strategic thinking.
catalogue key
Includes bibliographical references (p. [192]-196) and index.
A Look Inside
Full Text Reviews
Appeared in Choice on 2003-06-01:
Lindgren and Bandhold (partners in Kairos Future, Sweden) provide an overview of the art and methodology of scenario planning. Although the topic is not new, it has only recently come into vogue as a contemporary tool for strategic decision making and uncertainty management. After presenting a brief argument in support of scenario planning as an important contemporary decision-making tool, the authors in the remaining short chapters use a straightforward writing style and a plethora of excellent examples, case studies, and graphic materials to illustrate the application of scenario planning to traditional organizational decisions. Topics covered include the principles of scenario thinking (e.g., thinking in dramas, futures, uncertainty, and systems); strategic thinking (e.g., thinking in paradoxes, "lifecycles," visions, experiments and bets); the principles of strategic impact of uncertainty on scenario planning; the development of paradigm-challenging strategies; and the scenario planning process. The book concludes with a review of scenario methods, a glossary, references, and suggestions for further reading. Scenario Planning is an important addition to business and decision science collections. Summing Up: Highly recommended. Upper-division undergraduate through professional collections. S. R. Kahn University of Cincinnati
Review Quotes
Reviews and comments on the first edition: "This is a serious book, yet it's the friendliest introduction to the nuts and bolts of scenario planning that you are likely to find. Most charts are simple and smart, not spiders' webs of zigzagging arrows. Chapters walk you through an overview followed by the basic principles of scenario and strategic thinking and offer a glimpse of scenario planning in practice. ... Buy this book." - Harvard Business School "Given the recent rise of uncertainty, writing a book about scenario planning is a brave move. However, Mats Lindgren and Hans Bandhold have done a great job in breaking down the elements of scenario planning and explaining why those elements are there and how they all interlink. They offer a multitude of tools, techniques and models for almost every situation an organization could face and offer advice on how to use them effectively. ... Recommended." - Steve Towells , the Strategic Planning Society "This is an eminently practical book on scenario and strategy development. The language is simple, straight-forward with many examples, tools and anecdotes. In a verbal style, with lots of figures and bullet point lists, the five chapters in a way resemble lectures. ... If you, as a manager or consultant want to learn, update or expand your portfolio of future oriented strategy tools, this one is The Choice."- Per Espen Stoknes, Faculty at the Norwegian School of Management
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Main Description
Recent research in the field of business strategy has shown that strategic flexibility can be achieved through a scenario planning perspective for long-term competition and performance. The authors have drawn upon examples and case studies to develop a new model for scenario planning that is closely integrated with strategy and innovation.
Description for Bookstore
A revised and updated edition of the innovative strategy book 'Scenario Planning' with new data and concepts
Long Description
Recent research in the field of business strategy has shown that strategic flexibility can be achieved through a scenario planning perspective for long-term competition and performance. The authors have drawn upon examples and case studies to develop a new model for scenario planning that is closely integrated with strategy and innovation. They argue that the concept of scenario planning is as much an art as a practical management tool. The first decade of the new millennium has clearly pointed to the need to prepare for the non-preparable. The dangers of failing to do this were shown in the aftermath of the insane race on the world's stock markets in the early 2000s, in the climate wake-up, the race for oil and grain, and in the real estate and financial chaos in the fall of 2008. Could these events have been foreseen and prepared for, and thus even capitalized on? We believe so. Much of what happened was not unthinkable: it could have and was imagined with the use of scenario planning. In this book we introduce the thinking behind scenario planning and provide our readers with some concepts, models and tools to take back to their own companies. It is based on almost two decades of experience of scenario planning as a strategic tool, where we as consultants have guided multinationals and medium-sized companies as well as governments and non-governmental organizations in these approaches.
Bowker Data Service Summary
In this text, the authors draw upon examples and cases to develop a new model for scenario planning that is closely integrated with strategy.
Table of Contents
List of figuresp. vii
List of tablesp. x
Forewordp. xi
Introductionp. 1
Why is Scenario Planning Needed? Some Reasons from the Field of Strategy Researchp. 4
The search for strategic flexibility: a strategic dynamic take-offp. 5
Dogfights, speed-learning...p. 6
...and strategic response capabilityp. 7
Putting the strategic response theory into perspectivep. 9
So how much does strategic flexibility mean?p. 10
It means more than we think!p. 11
What makes companies strategically flexible?p. 16
So: are companies emphasizing the essentials?p. 19
There is need and there are opportunities!p. 20
Scenario Planning: An Introductory Overviewp. 22
What are scenarios and scenario planning?p. 22
Developing scenariosp. 33
A brief history of scenario planningp. 34
TAIDATM: a framework for thinking of the futurep. 39
Scenario planning and leadershipp. 43
Paradoxes in scenario planningp. 44
When can scenario techniques be used?p. 46
Scenario Planning in Practicep. 49
TAIDATM: the method for scenario planningp. 49
Preparationsp. 50
Task and prerequisitesp. 55
Trackingp. 59
Analysingp. 65
Imagingp. 82
Decidingp. 88
Actingp. 99
How to organize continuous futuristic workp. 103
Scenario planning for crisesp. 108
Twenty-four pitfallsp. 111
The Principles of Scenario Thinkingp. 118
The seven principles of scenario thinkingp. 118
Get yourself a toolboxp. 119
Handle your brain with carep. 124
Think in dramasp. 126
Think in futuresp. 127
Think in uncertaintyp. 129
Think in systemsp. 130
Think in actors and movesp. 135
The Principles of Strategic Thinkingp. 138
Think in paradoxesp. 138
Think in visionsp. 140
Think in jammingp. 141
Think in timep. 142
Think in resourcesp. 143
Think in life cyclesp. 144
Think in experiments and betsp. 145
Methodsp. 147
Media-based methodsp. 147
Interview-based methodsp. 149
Timeline-based methodsp. 154
Intuitive, generative methodsp. 160
Actor-oriented methodsp. 164
Consequence-focused methodsp. 166
Systems methodsp. 170
Glossaryp. 182
Notesp. 189
Kairos Futurep. 191
Bibliographyp. 192
Further readingp. 196
Indexp. 197
Table of Contents provided by Ingram. All Rights Reserved.

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