In this work, the authors have drawn upon examples and cases to develop a new model for scenario planning that is closely integrated with strategy. They argue that the concept of scenario planning is as much an art as a practical management tool.

Throughout the ages, people have tried to make decisions today by studying the possibilities of tomorrow. This book states that in an environment where information technology is driving an information revolution, and where the rules can be rewritten with breathtaking speed, planning can seem more based on luck than foresight.

In this text, the author outlines his scenaric approach to developing a strategic vision for businesses, drawing on work done for institutions and companies such as the White House, EPA and the International Stock Exchange.

Teaches storytelling as a powerful and formal discipline for organizational change and knowledge management. This book explains how organizations can use certain types of stories ( springboard stories) to communicate new or envisioned strategies, structures, identities, goals, and values to employees, partners and even customers.

The combined forces of technological development and economic openness are creating a wide array of new opportunities for busiensses, political institutions and individuals. These changes are considered, as well as alternative scenarios and plans for the future.

Scenario planning allows companies to move away from linear thinking and better understand external change. This book provides in depth analysis and application of the concept of the strategic conversation. It offers the tools to set out and negotiate a successful future course for your organization in the face of significant uncertainty.