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Introduction to Scenario Building
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A scenario is a way for to create or craft a narrative.
Scenarios can be either inspiring or shocking - both provide a tremendous value for stimulating the imagination.
Scenarios are comprised of a variety of different possible futures and based on observable trends.
A good analogy to a scenario is a science fiction or historical fiction story, in that it is based on fact, but incorporates the fiction, the fictive, or fantastic into the story.
Scenarios are a way to craft/predict a future based on a variety of different futures based on trends.
The steps in scenario building are as follows:
1. Specify your reality
Are you talking about a firm, a country, or industry? What time frame is german to the scenario? Are we discussion this weekend, this week, a day, a quarter, semester, a one year plan, five year plan, ten year plan, one hundred year plan, etc . . .
2. Specify the industry
See the playlists of Industry Analysis I and II for assistance in defining industry boundaries.
Ask yourself the following questions to assist with defining industry boundaries:
What makes that industry attractive?
What are the specific strategic groups and their accompanying key success factors?
What time horizon are you looking at short medium or long and what will take place in those horizons?
3. What are the specific variables german to your scenario? Create a list of different variables called actors and factors.
Use the Dynamic environment or pest analysis to identify actors and factors.
Asking yourself these questions can be used as a check list to ensure you did not miss any variables.
There are two types of variables in scenario building - Pivot and Key Variables.
Pivot variables are defined by high uncertainty (or low certainty, depending on how you draw your chart) and high impact. These are the variables that we don't know if they will occur, but we better pay attention if they do! These are the events that will make or break a firm. Use pivot variables to derive the "fiction" piece of scenario building.
Key Variables
These variables are defined by high impact and high certainty (or low uncertainty, depending on how you draw your chart). These variables are considered basic statements of fact, are seen an irrefutable, and have a impact on the organization or firm in question. If you are unsure if you are dealing with a pivot variable - ask your colleagues - snickers will confirm it is a key variable because people will be surprised you had to ask something so obvious.
Key Variables form the basis of the "fact" piece of the scenario.
How to write a scenario:
Smash one key variable with two pivot variables. This is your golden ratio - if you use two key variable, then use four pivot variables, etc.
Blend the fantastic with the obvious - this is what makes a good narrative. The wilder the story, the more useful the scenario.
Repeat combining key and pivot variable three times to come up with three mini scenarios.
Write a little narrative to go with each mini scenario. Usually a mini scenario is three sentences long. Each sentence corresponds with one of the variables you have chosen. Make sure to link the sentences together so the narrative is not too choppy!
The pick one mini scenario and narrative to recommend it to the boss.
Its good to have a couple of scenarios that are not really that great and one that is great.
Allowing the boss to choose empowers the boss so they can pick and choose which appeals to their goals.
Never give just one scenario - the boss will feel as though you are telling him/her what to do.
Scenarios can be either inspiring or shocking - both provide a tremendous value for stimulating the imagination.
Scenarios are comprised of a variety of different possible futures and based on observable trends.
A good analogy to a scenario is a science fiction or historical fiction story, in that it is based on fact, but incorporates the fiction, the fictive, or fantastic into the story.
Scenarios are a way to craft/predict a future based on a variety of different futures based on trends.
The steps in scenario building are as follows:
1. Specify your reality
Are you talking about a firm, a country, or industry? What time frame is german to the scenario? Are we discussion this weekend, this week, a day, a quarter, semester, a one year plan, five year plan, ten year plan, one hundred year plan, etc . . .
2. Specify the industry
See the playlists of Industry Analysis I and II for assistance in defining industry boundaries.
Ask yourself the following questions to assist with defining industry boundaries:
What makes that industry attractive?
What are the specific strategic groups and their accompanying key success factors?
What time horizon are you looking at short medium or long and what will take place in those horizons?
3. What are the specific variables german to your scenario? Create a list of different variables called actors and factors.
Use the Dynamic environment or pest analysis to identify actors and factors.
Asking yourself these questions can be used as a check list to ensure you did not miss any variables.
There are two types of variables in scenario building - Pivot and Key Variables.
Pivot variables are defined by high uncertainty (or low certainty, depending on how you draw your chart) and high impact. These are the variables that we don't know if they will occur, but we better pay attention if they do! These are the events that will make or break a firm. Use pivot variables to derive the "fiction" piece of scenario building.
Key Variables
These variables are defined by high impact and high certainty (or low uncertainty, depending on how you draw your chart). These variables are considered basic statements of fact, are seen an irrefutable, and have a impact on the organization or firm in question. If you are unsure if you are dealing with a pivot variable - ask your colleagues - snickers will confirm it is a key variable because people will be surprised you had to ask something so obvious.
Key Variables form the basis of the "fact" piece of the scenario.
How to write a scenario:
Smash one key variable with two pivot variables. This is your golden ratio - if you use two key variable, then use four pivot variables, etc.
Blend the fantastic with the obvious - this is what makes a good narrative. The wilder the story, the more useful the scenario.
Repeat combining key and pivot variable three times to come up with three mini scenarios.
Write a little narrative to go with each mini scenario. Usually a mini scenario is three sentences long. Each sentence corresponds with one of the variables you have chosen. Make sure to link the sentences together so the narrative is not too choppy!
The pick one mini scenario and narrative to recommend it to the boss.
Its good to have a couple of scenarios that are not really that great and one that is great.
Allowing the boss to choose empowers the boss so they can pick and choose which appeals to their goals.
Never give just one scenario - the boss will feel as though you are telling him/her what to do.
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