Scenarios: The Art of Strategic Conversation

by Kees van der Heijden

Overview

Scenario planning allows companies to move away from linear thinking and better understand external change. Eight years (and 30,000 copies) after publication Scenarios is still acknowledged as the definitive work in the field. Now, Kees van der Heijden brings his bestseller up to date, following up on his original case studies and adding significant new material. The Second Edition changes focus slightly by providing more in-depth analysis and application of the concept of the 'strategic conversation'. While maintaining the underlying rigour of the first edition, van der Heijden revisits the text to make it far more practical and accessible, and in doing so gives you the tools you need to set out and negotiate a successful future course for your organization in the face of significant uncertainty.

Product Details

ISBN-13:	9781119995524
Publisher:	Wiley
Publication date:	03/10/2011
Sold by:	Barnes & Noble
Format:	eBook
Pages:	380
File size:	2 MB

About the Author

Kees van der Heijden is an Associate Fellow of Templeton College, University of Oxford, and a Visiting Professor at the Netherlands Business School, Nijenrode University. He is also Emeritus Professor of the University of Strathclyde Graduate School of Business, Glasgow, where he has taught General and Strategic Management since 1990. In addition, he is a co-founder of the Global Business Network. Before joining Strathclyde, he was in charge of scenario planning at Royal Dutch/Shell, as head of the Group’s Business Environment Division. This involved advising top management on strategy, as well as development of the process of scenario planning in which Shell has taken a worldwide leading role.
He specializes in scenario planning, strategic change and institutional strategic management processes, and has consulted widely in these areas.

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Table of Contents

Preface.

PART ONE: The Context.

1. 1965 to 1990: Five Discoveries at Shell.

2. Introduction to Scenario-based Planning.

3. Three Competing Paradigms in Strategic Management.

PART TWO: The Principles of Scenario-based Planning.

4. Strategising.

5. The Business Idea of an Organisation.

6. The Uncertain Environment.

7. Scenario Analysis.

8. Scenarios and the Strategic Conversation.

PART THREE: The Practice of Scenario-based planning.

9. The Practitioner’s Art.

10. Articulation of the Business Idea.

11. Competitive Positioning.

12. Scenario Development.

13. Option Planning.

PART FOUR: Institutionalising Scenario-based planning.

14. The Management of Change.

15. Planning Process.

16. Guiding the Strategic Conversation.

Conclusion.

References.

Index.

Editorial Reviews

…all important subjects for the modern manager are covered in 5 parts…” (Business Books – web)

From the Publisher