Scenario planning is a valuable tool for managing uncertainty in an organization, but its impact can be limited if the insights it generates fail to gain traction. Two experts explain how to better manage scenario planning and help it take root in large enterprises by linking it to complementary practices. They propose a conceptual model consisting of three scenario-planning phases supported by three crucial organizational capabilities that help connect all the pieces.
Schoemaker et al. (Tue,) studied this question.