Scenario consulting has rarely had a better promotional material than Europe has been pumping out the past year or so. Uncertainty abounds.
Sunday’s election in Greece has once again caused the Very Serious People in Europe to breathe a sigh of relief. “New Democracy, the mainline conservative party that wants to stay in the euro, won the election and can form a government! We’re saved!”
Say you have a strategic decision to make. And you have several experts giving you different expert opinions about how you should make that decision. And you are not an expert. What do you do?
In mid-May, FSG principals facilitated a scenario-planning exercise for the Port Commerce Department of the Port Authority of New York & New Jersey. Under the guidance of FSG and our partner, Cargo Velocity, some 60 workshop participants devoted three days to exploring the strategic implications of five alternative future operating environments for maritime trade and logistics.
Some quick and dirty scenarios about this past weekend’s EuroChaos in France and Greece.
Scenario fodder for the week: Raghuram Rajan's "Fault Lines: How Hidden Fractures Still Threaten the World Economy" won many awards as best business book of 2010. A couple of years on, it's worth examining Rajan's major theses to see how they have played out.
“Silos” are an inevitable part of any organization; indeed, of any human activity. Even if you confine yourself to individual action, your own mind is thinking within certain categories, usually operating off a mental model that tells you what to expect – “If I do X, then Y will happen” – and what NOT to expect – Z or W or something completely different.
What exactly does the Futures Strategy Group do? We help excellent organizations make better decisions under conditions of uncertainty — mainly through the use of scenarios.
Prediction is Difficult, Especially About the Future — Attributed to many
A wave of revolution is sweeping North Africa and the Middle East. Many people want to know what is going to happen next. Will it be good for the United States or bad?
by Patrick Marren
The November 2009 issue of the McKinsey Quarterly includes an article by Charles Roxburgh entitled “The Use and Abuse of Scenarios.” It includes a number of good tips about scenario-based strategic planning, based on his experience in building scenarios over the past 25 years. It also highlights some important distinctions between his understanding of scenarios, and the way in which FSG has gone about creating and using them over the past few decades. And finally, it brings to the surface the urgent concerns of executives as they go about leading their organizations under uncertain conditions.
As the economy fails to recover instantaneously, and foreign enemies bluster, President Obama is taking increasing heat from expert critics. It is clear that his administration has made many missteps already in its handling of the economy, foreign policy, and virtually every other area. Some of these mistakes will take years, if not decades, for the United States to recover from.