Search results11 – 20 of over 1000
Bill Ralston and Ian Wilson have written a unique resource for corporate leaders – The Scenario Planning Handbook: Developing Strategies in Uncertain Times (Thomson/Southwestern, 2006). Strategy & Leadership editor Robert M. Randall interviewed them to ask, for example, Why does scenario planning deserve special top management attention?
The interview covers such topics as: Do executives really need to get involved with the nuts and bolts of scenario development? Will that really help them with the management of strategy which is clearly their prime responsibility?
The authors of the Handbook believe that scenario planning is an excellent way to “rehearse the future.” By thinking continuously about the future, and how a business might react to major changes, managers will be better prepared to respond quickly to extraordinary events when they do occur.
Scenario planning can lead to true organizational learning if leaders facilitate four developments: executives, managers and staff must become convinced that long‐term, superior performance of the organization depends on anticipating and responding to future events, discontinuities, innovations and trends better than the competition; information – about internal and external developments –must flow freely so that the seeds of new businesses can grow as existing businesses compete aggressively for market share; the organization must acquire or develop competencies in external‐environment intelligence, technology innovation, planning under uncertainty, experimenting with new products and services, and executing change; and effective processes must be developed for scanning and monitoring, scenario planning, technology innovation, and decision‐making under uncertainty.
This interview taps the experience the two scenario planning consultants have accumulated from working on scenario projects over several decades.
Corporate and institutional managers don’t get the full return on investment in scenarios that they should, nor do they employ scenarios on the full range of corporate…
Corporate and institutional managers don’t get the full return on investment in scenarios that they should, nor do they employ scenarios on the full range of corporate issues suited to this methodology. Most often, scenarios are used by top management to provide a better understanding of the range of possible business environments they must contend with in the future. But mid‐level managers often grumble that these big picture “strategic scenarios” don’t address the competitive issues and the critical decisions that they face in the trenches of their business. To achieve more consistently productive uses of scenarios, there are several major challenges that must be addressed for the future of the scenario method: resolve the confusion over the definitions and methods of scenarios; and clarify and enlarge the appropriate application of scenarios. Beyond the confusion caused by the different definitions and methods of scenarios lies the uncertainty about when and how to apply scenarios in the business environment. In addition to planning and forecasting, scenarios can be used for market research and new product development. A major debate revolves around whether or not scenarios have successfully developed into a tool for investment and company decision‐making. One view has been that scenarios provide context, but not direct inputs for such decisions (R&D priorities, new products, and financial investments). This approach emphasizes the role of scenarios in team building, information gathering, learning, and strategic thinking. It advocates using scenarios primarily as a tool for corporate learning and for changing corporate culture. Another view, however, holds that scenarios can and should be used for near‐term business decision‐making. Scenarios need to be applied to the numerous operational issues that companies face. As such, they are a key method of analysis, especially for highly uncertain circumstances.
The world, as we are constantly reminded, can be divided into two types of people: those who believe that major social and political changes still lie ahead; and those who are convinced that the world, reacting to the tumultuous changes of the past decade, will return to a new era of “normaley,” if not of tranquillity.
Few would argue with the proposition that socially, economically and politically, the United States is in a period of turbulence and uncertainty. We are navigating the rapids, and white water is all around us. In the daily struggle to keep the boat afloat and on course, we have little inclination and less time to look ahead. Perhaps we fear that the future holds more of the same, that our present troubles constitute a new normalcy to which we must inure ourselves. In a remarkable turnaround from traditional American optimism, there is now a pronounced feeling abroad in the land that the present is worse than the past, and that the future will be still worse than the present.
As the use of drugs and alcohol by clients accessing mental health services becomes increasingly common, members of staff working within psychiatric inpatient areas often…
As the use of drugs and alcohol by clients accessing mental health services becomes increasingly common, members of staff working within psychiatric inpatient areas often encounter drug and alcohol misuse among their client group. The safe and effective management of this issue has become a priority for many inpatient services. This paper outlines a policy for the management of substance misuse on psychiatric inpatient wards developed by Manchester Mental Health and Social Care Trust. The fundamental principles underpinning the policy are highlighted, and the key sections of the policy are described. There is a detailed description of how the policy has been applied in practice by members of staff working on inpatient wards, with clinical examples being presented.
The Outlook project based in Manchester offers a range of activities, support and skills training to people over the age of 17 with ongoing or previous drug or alcohol issues. The programme was originally implemented in 2002 in response to identified need for a comprehensive dedicated outreach service to cater for the diverse needs of problematic drug and alcohol users across the east Manchester area (Iredale, 2002). The catchment area for service users has since been extended to include the rest of Manchester city centre (ONS census 2003 estimates that the Manchester city area has a population of approximately 432,400 people).The programme is based on a community model, reaching out especially to ‘hard to reach’ groups of local people in many socially excluded areas of Manchester. The indices of Multiple Deprivation show that Manchester has an exceptionally low ranking position in the North West compared with the rest of the UK when accounting for factors of income, employment, education, health, skills and training, barriers to housing and services, and crime.