Business and investment planning
- Investment project fundamentals
- Business and investment planning in the forest industry
- Conceptual phase
- Pre-feasibility phase
- Feasibility phase
- Organisational learning in investment projects
Scenario planning benefits and pitfalls The world as well as our business environments are becoming more and more complex all the time, which means that the uncertainty and number of unclear elements are also increasing. However, at the same time, it has been stated that strategy-related decision-making often suffers from human overconfidence. This leads to
Authors & references
Author:
Antti Lindqvist
References:
- van der Heijden, K. 1996. Scenarios: The Art of Strategic Conversation. Chichester, John Wiley & Sons.
- Schoemaker, P.J.H. 1991. When and How to Use Scenario Planning: A Heuristic Approach with Illustration. Journal of Forecasting, vol. 10, no. 6, pp. 549–564.
- Schoemaker, P.J.H. 1995. Scenario Planning: A Tool for Strategic Thinking. Sloan Management Review, vol. 36, no. 2, pp. 25–40.
- Schoemaker, P.J.H. 1997. Disciplined Imagination. From Scenarios to Strategic Options. International Studies of Management & Organization, vol. 27, no. 2, pp. 43–70.
- Lindqvist, A. 2009. Engendering Group Support Based Foresight for Capital Intensive Manufacturing Industries – Case Paper and Steel Industry Scenarios by 2018, Acta Universitatis Lappeenrantaensis, 364, Lappeenranta University of Technology, Finland.
Videos
Exercises
This page has been updated 15.10.2020