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  • Bandtyp: Inbunden
  • Språk: Engelska
  • Utgiven: 200411
  • Antal sidor: 382
  • Upplaga: 2nd Edition, 
    Vikt i gram: 744
  • ISBN10:0470023686
  • ISBN13:9780470023686



The 'one perfect solution' does not exist. The world is too uncertain for that. But a solution that will work for you is out there, waiting to be discovered.

For many years now, certainly since Scenarios was first published, the only constants in the business environment have been turbulence and change. Today things are no different.

Scenario planning enables managers to face up to this uncertainty by evolving from the idea of finding the ‘best strategy’ to one of mobilising the ‘best strategizing process’. In this long-awaited new edition of his bestselling classic, Kees van der Heijden shows you how to move your organization to meet the future by turning its ongoing ‘strategic conversation’ to its own advantage. Linking your organization’s unique (but often tacit) business idea with scenario thinking, and building on the principles of organizational learning, he describes practical ways to develop those skills that will enhance the continuous scenario-based strategy process.

The Second Edition features brand new material throughout, and places increased emphasis on the essential link between organizational success and unique insights and original ideas. In addition, the entire text has been rewritten to bring it up-to-date and make it more practical whilst retaining the underlying rigour. A new website offers support materials for tutors.

Scenarios: The Art of Strategic Conversation, Second Edition will help you:

  • Break out of the organization’s ‘thinking box’ and take a wider perspective
  • Understand the unique drivers of an organization’s success by articulating its central business idea
  • Develop scenarios as alternative ways of making sense of what is happening in the business environment, and use them to become more secure with the future
  • Gain new understanding of the organization in its ‘playing field’, using narrative and storylines to articulate the overall systemic framework and make it visible
  • Do all of this as an organizational process, to impact thinking of the organization as a whole and to prepare it for action.

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