Framework for Strategic Foresight and Future Scenarios PPT

This PPT slide, part of the 51-slide Strategic Foresight and Uncertainty PowerPoint presentation, presents a framework for undertaking a strategic foresight project, focusing on the concept of alternative futures. It visually represents a "futures cone," which illustrates how various potential futures can be categorized based on their likelihood and impact over time. The cone is divided into short-term (5-20 years) and medium-term (5-20 years) segments, indicating a time horizon for consideration.

Five classes of alternative futures are outlined: Possible, Plausible, Probable, Preferable, and Wildcard. Each category is defined with specific characteristics. The Possible future represents scenarios that might occur, even if they seem unlikely. Plausible futures are those that could happen based on current knowledge and understanding. The Probable future is characterized by events that are likely to happen, informed by existing trends. The Preferable future reflects scenarios that stakeholders desire, based on subjective value judgments. Lastly, the Wildcard future encompasses low-probability events that could have a significant impact if they were to occur.

This framework encourages organizations to think broadly about potential scenarios, helping them prepare for various outcomes. By understanding these classifications, executives can better navigate uncertainty and make informed strategic decisions. The visual representation aids in grasping the complexity of future possibilities, emphasizing the importance of considering a range of scenarios rather than relying solely on linear projections. This approach is crucial for organizations aiming to remain resilient and adaptable in a rapidly changing environment.

This slide is part of the Strategic Foresight and Uncertainty PowerPoint presentation.

MBB/Big 4 style presentation that guides on how strategic planning process can be enhanced by embedding foresight methods and tools.

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Strategic Planning COVID-19 Strategic Thinking PEST Strategic Foresight

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