Effective scenario planning requires a degree of flexibility that makes some leadership teams uncomfortable. The breadth of strategic choices seems at odds with developing a coherent strategy the organization can understand and get behind.
In practice, however, preparing for a set of different futures and defining a clear strategy aren’t mutually exclusive. The object isn’t to stray far from the company’s core strengths or long-term vision. On the contrary, our experience suggests that those strengths and values provide the best compass for adapting to changing circumstances.