McKinsey’s Charles Roxburgh offers nicely practical advice on the use and abuse of scenarios. In the process he points out that the latest crisis many firms find themselves in, like previous ones, was foreseeable and even preventable if management had done this work professionally. And remember scenarios are not just useful for the big firms – any competent management team should be asking itself what range of things could happen, both to exploit incipient opportunities and anticipate new challenges.
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Posted by: Kim Warren
The balanced scorecard
Posted by: Kim Warren
A large Management Development community I track has been discussing how we could have prepared people better for the current troubles, and some have advocated the Balanced Scorecard [BSC]. I have used BSC in strategy teaching for some years, ...
Continue Reading → ShareMore from McKinsey on this, including a review on some useful thinking from last time.
I couldn’t find much in Leading through uncertainty on what to actually do, though it does offer ...
Continue Reading → ShareSeeing the sector is anticipated to lose $5bn this year, and more in 09, who managed strategy well over the last 5 years? .. which of course would include anticipating and planning for the inevitable down-turn? Competent strategic management for most firms would imply [a] anticipating a scenario in which demand would take a tumble – for whatever reason .. doesn’t have to be due to oil prices [b] holding back on expansion plans that would be marginal or unprofitable under lower-demand ...
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