Abstract
In the last chapter we saw how scenario-based planning can improve decision processes. We will now turn our attention to decisions at an aggregated or corporate level. We will examine how entire strategies can change and – ideally – be optimized. The key question is how scenario-based planning can help make strategies more flexible. This chapter therefore begins by explaining what exactly is meant by "flexible strategies" and where they belong in the conceptual scheme of things. We will look at factors that impair the flexibility of a company's strategies and suggest ways to overcome these hindrances. Examples drawn from various industries illustrate why and in what areas today's businesses depend more heavily than ever on flexible strategies.
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Geissler, C., Krys, C. (2013). The benefits of scenario-based planning. In: Schwenker, B., Wulf, T. (eds) Scenario-based Strategic Planning. Roland Berger School of Strategy and Economics. Springer Gabler, Wiesbaden. https://doi.org/10.1007/978-3-658-02875-6_7
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DOI: https://doi.org/10.1007/978-3-658-02875-6_7
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