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Scenario planning has received much top-level interest in the corporate sector as a way of realistically assessing the long-term future. Yet seldom are line managers included in initiatives, even though their exposure to customers and competitors means they often pick up subtle signals that are the first alert of changes to the operating environment. By exposing line managers to alternative scenarios, organizations can reduce the risk of ignoring the small environmental changes that are the advance warning for major discontinuities. Now completely updated in a new edition, the message of this practical, hands-on guide is that scenarios are not predictions or forecasts, but powerful weapons in managing the uncertainties of the future. Taking a conceptual rather than mathematical approach, it includes a wealth of case studies, checklists, early indicators and examples.

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Scenario planning has received much top-level interest in the corporate sector as a way of realistically assessing the long-term future. Yet seldom are line managers included in initiatives, even though their exposure to customers and competitors means they often pick up subtle signals that are the first alert of changes to the operating environment. By exposing line managers to alternative scenarios, organizations can reduce the risk of ignoring the small environmental changes that are the advance warning for major discontinuities. Now completely updated in a new edition, the message of this practical, hands-on guide is that scenarios are not predictions or forecasts, but powerful weapons in managing the uncertainties of the future. Taking a conceptual rather than mathematical approach, it includes a wealth of case studies, checklists, early indicators and examples.