The Antidote: Volume 4 Issue 4



Table of contents

Thinking about the future

T Kippenberger

States many organizations are forced to rely on personally held, often idiosyncratic, views regarding the future. Looks at how the founder of Digital Equipment…

Talking about scenarios

T Kippenberger

Weighs up the word scenario and its use in modern business. Emphasizes that scenario methodologies come into three categories, which are: intuitive logic; trend‐impact…

A perceptive and persistent pioneer

T Kippenberger

Discusses Pierre Wack, the Frenchman credited, along with Ted Newland, as the developer of scenario planning at Royal Dutch/Shell, that then developed and used scenarios…

Weaving plots for alternative futures

T Kippenberger

Advocates a good scenario as one that captures the dynamics of the situation and communicates the point effectively. Suggests the best way to develop a manageable number…

Creating the future

T Kippenberger

Looks at an approach to scenario planning characterized by its future‐oriented attitude, and attributed to Michel Godet — a French strategy specialist. Uses a Figure…

Using scenarios to develop the right resources and capabilities

T Kippenberger

Recounts an approach to scenario management with a German viewpoint. States scenarios are a way of helping organizations to reduce the uncertainties inherent in developing…

Variations on a theme

T Kippenberger

States there are there different methodologies for managing alternative futures: intuitive logic; trend‐impact analysis; and cross‐impact analysis. Goes on to give…

Forming judgements

T Kippenberger

Cites research that shows that unfacilitated groups often perform below their potential, but there is always room for improvement in group decision making. Discusses the…

Putting scenarios at the heart of strategy

T Kippenberger

Submits that many organizations adopt, unwittingly, the rationalist approach to strategy formulation. Reckons that scenarios provide business planners with means of…

Pitfalls in scenario planning

T Kippenberger

Lists 20 common pitfalls regarding scenario planning and divides them into 2 parts: process; and content. Uses a shaded box to highlight other things to watch out for …

Putting scenarios to use

T Kippenberger

Declares the effort involved in scenario creation means organizations are loath to publicize them. Depicts corporate scenarios in the public domain as: Statoil; Digital…



Online date, start – end:

1996 – 2000

Copyright Holder:

Emerald Publishing Limited

Merged to become:

Strategy & Leadership