Scenarios The Art of Strategic Conversation

ISBN-10: 0470023686

ISBN-13: 9780470023686

Edition: 2nd 2005 (Revised)

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Description:

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.
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Book details

List price: $60.00
Edition: 2nd
Copyright year: 2005
Publisher: John Wiley & Sons, Incorporated
Publication date: 1/14/2005
Binding: Hardcover
Pages: 382
Size: 6.25" wide x 9.50" long x 1.25" tall
Weight: 0.418
Language: English

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.

Preface
The Context
1965 to 1990: Five Discoveries at Shell
Introduction to Scenario-based Planning
Three Competing Paradigms in Strategic Management
The Principles of Scenario-based Planning
Strategising
The Business Idea of an Organisation
The Uncertain Environment
Scenario Analysis
Scenarios and the Strategic Conversation
The Practice of Scenario-based planning
The Practitioner's Art
Articulation of the Business Idea
Competitive Positioning
Scenario Development
Option Planning
Institutionalising Scenario-based planning
The Management of Change
Planning Process
Guiding the Strategic Conversation
Conclusion
References
Index
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