The Impact of Culture and Cultural Assumptions on Strategy.
Shaping the Future: the Emergence of Modern ScenarioTechniques.
Developing the Skills for Long-term Survival and Success:Principles of the Scenario Process.
Scenario Planning in the Organizational Context.
Scenario Planning: Taking Charge of the Future.
Summary.
Glossary.
References.
Index.
This book 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. The concepts of organizational realities, experience, and beliefs are explored to encourage and embrace change in business organizations for a successful future.
Kees van der Heijden (Scotland) is Director of the Centre for Scenario Planning and Future Studies, the Graduate School of Business at the University of Strathclyde, U.K.
The Centre for Scenario Planning and Future Studies Members of the Centre for Scenario Planning and Future Studies of the University of Strathclyde Graduate School of Business (USGSB) have been involved in scenario and futures work over a significant period of time, both in a consultant and an educational capacity. This combination has resulted in the development of expertise in scenario planning and future studies that is difficult to match. The Centre's expertise is demonstrated in the range of scenario planning and future studies assignments that have been undertaken for major organizations, as well as in the production of leading edge research and publication about scenario planning and future studies, and decision-making. This combination differentiates the Centre from other organizations in the field.
The Centre has developed an international reputation for the design and delivery of purposeful scenario planning assignments. These have involved private sector organizations from a wide range of industry groupings on an international basis, and public sector organizations from local to national governments. The internal scenario teams drawn from all these organizations has included key decision and policy makers, resulting in top-level commitment to participation and active adaptive learning from the outcomes.
"...the Sixth Sense helps managers to overcome "the future will resemble the past" thinking and to harness multiple perspectives through scenario thinking..." (Dunstable Gazette, 30 October 2002)
"...the book will provide a valuable guide to what is happening..." (The Business Economist, Vol.34, No.2, 2003)
