Strategy Planning and Scenario Thinking

Ruud Weijermars ()
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Ruud Weijermars: Delft University of Technology

Chapter Chapter 9 in Building Corporate IQ – Moving the Energy Business from Smart to Genius, 2011, pp 145-160 from Springer

Abstract: Abstract Traditional Strategy Planning sets positions, targets, and milestones. In modern society, a mere survival strategy will barely suffice to maintain your current level of success. The fundamental basis of your competitive advantage lies in the rapid unlocking of tacit knowledge. Your Strategy Planning therefore must be directed to apply such tacit knowledge. Scenario Thinking is used to prepare for the unthinkable. Project Options and Strategy Plans must focus on innovation opportunities and capitalize on knowledge of future markets. This approach reveals the strategic drivers in your industry. Increasing the Organizational Learning speed is therefore a strategic objective in itself that brings you a competitive advantage.

Keywords: Tacit Knowledge; Strategy Plan; Gasoline Price; Project Option; Merge Firm (search for similar items in EconPapers)
Date: 2011
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-0-85729-679-5_9

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DOI: 10.1007/978-0-85729-679-5_9

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