Wicked problems resist resolution, but as guest contributor Mark Trexler argues, the uncertainties surrounding climate change should not prevent organizations considering the implications and planning accordingly.
The iconoclastic historian John Lukacs, who died this week, was skeptical of the value of prognostication. So is FSG.
Why are ordinary people revolting? Maybe…prediction?
There have been a lot of historical analogies being thrown around lately.
The presidency of Donald Trump has caused a lot of smart people (and a lot of less-well-educated ones) to dig up stuff from the past that they see as relevant to our current situation – and to where we may be headed in the near future.
But we told you so.
It's not that he's wrong. It's that Presidential elections are not baseball.
There’s actually less volatility in the polls than you might think.
The highest barrier to managing strategic change is often the very success of today’s business model.
An article in Acquisitions International by Joseph Feldman has a bit to say about using scenario planning in acquisitions. The article (see link) begins on p. 13.
Future scenarios require a past, because there's no data about the future.