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Scenario planning: persuading operating managers to take ownership

Gill Ringland (Gill Ringland, Chief Executive of St Andrew’s Management Institute Consulting Ltd (gill.ringland@ samiconsulting.co.uk), first used future studies and scenarios to improve organizational decision making when she was Group Executive, Strategy, for ICL, an information technology corporation that is now part of the Fujitsu Group. She is the author of Scenarios for Business (John Wiley, 2002) and Scenarios in Public Policy (John Wiley, 2002).)

Strategy & Leadership

ISSN: 1087-8572

Article publication date: 1 December 2003

1569

Abstract

Scenario thinkers and operational managers do not find it easy to communicate with each other – this paper discusses ways in which scenarios can be used in the line units of the organization and the role of strategists and corporate planners in making this bridge. To address these issues, this article is divided into two main sections: (1) making the scenario process manager friendly; and (2) a case study illustrating uses of scenarios by operating managers. It concludes with some implications for corporate planners.

Keywords

Citation

Ringland, G. (2003), "Scenario planning: persuading operating managers to take ownership", Strategy & Leadership, Vol. 31 No. 6, pp. 22-28. https://doi.org/10.1108/10878570310505569

Publisher

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MCB UP Ltd

Copyright © 2003, MCB UP Limited

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