Scenario planning

Scenario Planning

The trouble with the future is that you don't know what it is going to be until it arrives. By then it can be too late to plan for it.

Scenario planning is not about predicting the future. It is about exploring the future. If you are aware of what could happen, you are better able to prepare for what will happen.

Scenario planning exercises involve identifying trends and exploring the implications of projecting them forward – probably as high, medium and low forecasts. These can include political, economic, social and technological. As different trends are chosen and different combinations of forecast levels are combined, a whole spectrum of possibilities can be identified.

Well known examples include the end of the Berlin Wall, OPEC oil price rises, bombs and terrorist attacks. Asking the great “What if?” Identifying risk.

Carrying out regular scenario planning exercises does not necessarily mean that you will be prepared for an eventuality, but it does mean that you are more likely to be aware of the possibility and, thus, able to act very rapidly if a situation develops.

It is human nature to resist change. The human mind does not easily recognise information it does not understand, or expect. Information is filtered before it is processed. So, in addition to encouraging a pre-run of options, these scenario planning exercises will also sensitise players to critical information that they might otherwise not have noticed.

What is involved in scenario planning?

Here is a selection of information pages providing a comprehensive introduction to scenario planning and scenarios: -

A scenario planning exercise can involve major data collection and analysis, together with sophisticated computer modelling. That's for specialist teams.

However, they can be as long or short as appropriate; we have run exercises lasting two hours, three days all the way through to a major exercise involving a series of specialist workshops over a period of six months. As a management tool, scenario planning exercises involve letting go of preconceived ideas and expectations, being imaginative – group 'dreaming'. Lots of flip charts, sticky notes, marketing information – and an expert facilitator to manage the process!

There are many 'soft' tools, including brain storming, PEST analysis, study of past technological changes, analysis of historical discontinuities and moments of change, systems analysis and searching for the "unintended consequence".

What do you get?

Brefi Group organises and facilitates group meetings, away days, workshops and conferences internationally. We have worked in North America, Europe, Africa, Middle East and Asia, often in exciting locations.

Our customer-designed packages include: -

  • Venue search, negotiation and booking
  • Pre-briefing and agreement of outcomes
  • Design and approval of the programme
  • Organisation and administration
  • Preparation of materials
  • Management and facilitation of main event
  • Provision of keynote speakers, where required
  • Workshops and breakout sessions
  • Review, action planning and follow-up commitments
  • Photographs and visual record
  • Meeting report

We ensure that each event is structured to achieve a previously agreed outcome, but is flexible and responsive enough to deal with whatever arises, whether it be a business issue or inter-personal. We produce lots of flip chart sheets!

What to do next

How to choose a facillitatorIf you would like to know more about planning an event and choosing a facilitator, download our free 35-page guide: "How to Choose a Facilitator" now.

If you are planning an event and would like to discuss how a facilitator could help you, contact us or give us a call on +44 (0) 121 288 3417.

How do I Choose a Facilitator?

Facilitation

Brefi Group helps clients bring structure and clarity to their thinking. We help identify core issues and make the complex simple, holding the space for you to create your own solutions.

Send for our FREE guide "How to Choose a Facilitator".

Search

Social