Table of contents
Scenario planning after 9/11: managing the impact of a catastrophic event
Peter Kennedy, Charles Perrottet, Charles ThomasManagers 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 CourtneySome 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 HermanScenario 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 FaheySeveral 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 RinglandThis 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…
ISSN:
1087-8572Renamed from:
Planning ReviewOnline date, start – end:
1996Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridMerged from:
The AntidoteEditor:
- Mr Robert Randall