Un consejo de Javi Creus, fundador de Ideas for Change: “Hazte amigo del cambio. No dejes de aprender. Mantente abierto. Utiliza todo lo que sabes, no solo lo que te han enseñado. Que no te importe ser único, raro, tú mismo. Ten un plan A, un plan B y un plan C. Habla más de lo que quieres hacer que de lo que hiciste. Inventa, prueba, equivócate, sigue”.
EN LA NUEVA ERA DE LOS NEGOCIOS SE REQUIEREN MEJORES HERRAMIENTAS QUE RESPONDAN A LAS NECESIDADES DE CONSTANTE CAMBIO, PARA CREAR ESTRATEGIAS ROBUSTAS QUE SUPEREN EL RIESGO Y LA INCERTIDUMBRE DEL ENTORNO
Aquí el modelo de Scenario Planning.
In general the initial project work is focussed on the right-hand side of the diagram in terms of using this as a learning exercise to anticipate change to identify areas of future innovation (new thinking), and to identify potential threats (risk mitigation), to an organization's existing core business. Longer term, the emphasis of the Scenario Planning process will be on the left-hand side of the diagram, in terms of driving the strategy for future product and service development, and protecting and growing the organization's core business.
Scenario Planning is an effective strategic planning tool for longer term planning especially in business contexts where there is a great amount of uncertainty about the future. In these circumstances, Scenario Planning process can help to develop robust strategies; better plan for "unexpected" events; and focus attention on the most relevant issues and market opportunities. Scenario Planning methods can also be used as a learning tool. Thinking in terms of scenarios can help clarify the key driving forces and factors; identify the key players (competitors); provide guidance on how best to leverage future opportunities; and serve as inspiration for generating ideas and/or filters for the development of new products and services.
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