Cartegic uses structured interactive scenarios to help its clients formulate strategy, make decisions and set priorities for the health, growth and success of their organizations in the midst of rapid (often discontinuous) change and uncertainty in their operating environment.
Scenarios are especially useful under such conditions because they...
Selecting the most promising opportunities and perilous threats on which to spend resources is never easy. The persistent trap for planners is being asked to forecast the unforecastable.
I know we don't know.
When an organization's operating environment is relatively stable, (the present looking much like the past; a future that's fairly easy to predict), straight-line or even "rearview mirror" planning is often good enough. Unfortunately, fewer and fewer organizations face such conditions. Entirely new industries and rulesets are being created all the time. Traditional planning tools work poorly at these margins.
It’s critical for an organization to look at the 'weak signals' (the subtle precursor signs) that, when taken together, can indicate the increasing likelihood of a major step-function change coming in from the margins. In a more proactive sense it’s also helpful for organizations to know how to seed such a revolution, manage it and prepare to capitalize on its results.
Scenarios give executives a chance to develop and practice compelling responses to a variety of archetypal situations they may face... or that they wish to create. Sports teams do this as a matter of course and nobody doubts that it makes them more effective. Management teams do this infrequently and often suffer for it.