As mentioned in several posts over the past few months, scenario planning (SP) is a tool designed to help organizations plan for uncertain futures. And while SP has been used heavily in industries, such as Oil and Gas, whose performance is “vulnerable to major economic, social, political, and environmental shifts,” COVID-19 has made SP a priority for …
While HR leaders continue to help their organizations manage through the recovery phase of the pandemic while planning for the future, I continue to get requests to share resources on scenario planning (SP). This step-by-step guide by Gartner allows practitioners to use (SP) to develop scenarios, identify the risks and impact of each scenario, and …
In this 25-minute podcast, Peter Scoblic provides ideas on scenario planning (SP) through lessons from the U.S. Coast Guard. Peter mentioned that too many companies are short-sighted in their strategy-making and don’t adequately plan for different potential futures. Rather than use SP in times of crisis or as a one-off exercise, he argues that firms …
As HR practitioners continue to lead their organizations through the recovery phase of the pandemic and beyond, this workbook provides a useful tool for organizing and capturing strategies and tactics. Three phases of the crisis provide the foundation for this editable PDF. 1) Respond – dealing with the present situation and managing continuity, 2) Recover – learning and emerging …
Organizations continue to adjust their business strategies and strategic plans amidst the COVID-19 crisis. To support these efforts, many organizations are turning to strategic scenario planning (SSP)–an approach that helps envision, describe, and plan for possible–but alternative– futures an organization may face. While these plans are often developed at the enterprise/corporate level, functional leaders are increasingly asked to …
This 5-minute video presents a framework that enterprises can use to structure their planning for possible outcomes after the pandemic. It recognizes that while we are all sharing the same pandemic, different enterprises–as well as parts of the enterprise–will take various paths based on their unique situations. The framework aims to provide leaders with an …
As I mentioned in a few posts over the last two months, scenario planning (SP) is a process that enables an organization to depict possible futures (scenarios), consider their impact, and plan for these futures. And the importance of SP is often magnified in times of crisis, such as COVID-19, when organizations need to make …
Scenario planning (SP)–the ability to depict possible futures, consider their impact, and plan for these futures–is a fundamental component of strategic business planning and the role of organizational leaders. In using SP, leaders envision three to four possible–but uncertain–scenarios that may play out in the future and which are dependent on multiple variables, such as …
In a few of my posts the past six weeks, I covered the topic of scenario planning (SP) and how it is a vital component of strategic workforce planning. And while not limited to strategic workforce planning (SWP), SP enables organizations to envision various-plausible (but uncertain) futures and to determine possible responses. These scenarios are …
Strategic workforce planning (SWP) has been employed for decades but gains prominence during times of crises, like the COVID-19 pandemic we are in. Even for organizations that have mature SWP capabilities and plans, those plans, in most cases, have been turned upside down as a whole new set of unexpected factors and variables must be …
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