By Paul de Ruijter
We want method. the realm is altering, the longer term doubtful. what's required is imaginative and prescient: What may well the longer term convey? the place is our company going? What are our basic enterprise values? This e-book is a handbook for all those that are looking to observe procedure in firms. it really is meant for everybody who desires to placed the long run at the schedule, to appear past the quick time period and past mere revenue. It describes in useful phrases the 8 questions we needs to always speak about in an effort to pursue a future-proof technique in a dynamic and unsure international: venture, tendencies, situations, innovations, imaginative and prescient, roadmap, motion and monitoring.If you're disillusioned with an method of approach in line with uncomplicated backward having a look research, administration controls and difficulties fixing after the actual fact, yet wish to make a favorable contribution to wondering the long run, Scenario-based technique deals the tools to show your goal into perform. The textual content offers examples from advertisement to executive and alternate agencies; exhibiting how others have undertaken destiny explorations and the way they used those explorations to create a dynamic strategy.Paul de Ruijter has a deep perception into the speculation, along functional adventure operating with essentially the most very popular and resilient companies. the result's a wealthy mixture of technique and sensible, attractive examples that indicates you ways to head approximately growing an time table for the long run.
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Additional info for Scenario Based Strategy: Navigate the Future
The answer is simple: who you are, determines what you do. This applies to both individuals and organizations: when you define yourself and place yourself in a certain group, this may lead you to overlook, consciously or unconsciously, competitors from outside this group. You only have an eye to what is inside your world. These are cases in which the mission and the formula for success are a dangerous obstacle; the unwritten law of the Hare and the Tortoise is a reminder that successful organizations become lazy.
Arie de Geus describes the value of involvement of the whole organization in The Living Company. A common characteristic of long-living organizations was that the employees showed a strong sense of ‘feeling at home in the organization’ and identified themselves with its goals and successes. 5 At the same time it is important to conserve the diversity of an organization. After all, different people will have different perspectives on the mission of the organization. Sometimes you need to pay attention to this diversity: you might open a conversation about the mission.
And what drives success in your mission? When you ask these questions, you are basically articulating the formula for success of the organization. THE ‘FORMULA FOR SUCCESS’ Searching for a simple formula of organizational success has been the corporate equivalent of the seach for the Holy Grail. Many strategists have researched the subject; Michael Porter and Hamel and Prahalad are amongst the most well-known. Hamel and Prahalad, who specialized in business strategy, introduced the concept of ‘core competences’ in 1990.