By: Ringland, G. (1998)
Throughout the ages people have tried to make decisions today by studying the possibilities of tomorrow. When that tomorrow was more predictable and less fraught with uncertainty, those possibilities had a good chance of being the right ones. Now, however, the only given constant in a world of complexity is change itself. In an environment where information technology is driving an information revolution, and where the rules can be rewritten with breathtaking speed, planning can seem more based on luck than foresight. But, as this book shows, there are methods for coping with unpredictability. The scenario planning techniques described in this book will help to think about uncertainty in a structured way. Case studies including ICL, British Airways and United Distillers highlight the fact that those who feel scenario planning too ‘futurist’ to take seriously should take another look at its usefulness in wrestling with the pace of change.