Scenario planning has received top-level interest in the corporate sector as a way of realistically assessing the long-term future. This guide to scenario planning helps manage the uncertainties of the future and takes a conceptual rather than mathematical approach. It includes case studies, checklists, early indicators, and examples.

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.

This title helps managers move beyond the idea that the future of business will resemble the past and allows them to use scenarios to imagine multiple perspectives.

Can a good company become a great one and, if so, how? After a five-year research project, the author concludes that good to great can and does happen. Here, he uncovers the underlying variables that enable any type of organization to make the leap from good to great while other organizations remain only good.

Demonstrates why outstanding companies that had their competitive antennae up, listened astutely to customers, and invested aggressively in new technologies still lost their market dominance. Drawing on patterns of innovation in a variety of industries, this book argues that good business practices can, nevertheless, weaken a great firm.