Implementing creative exchange processes depending on the developments in the environment are dynamic, the more support the company with the acquisition of relevant factors including all associated risks. Multi-dimensional thinking in alternatives is promoted degradation of one-dimensional inevitability of the future; Robustness and probability of possible future paths can be better assessed. Great advantage is that creative idea and experience sharing processes be used with the scenario technique between all those involved. It is evident that a viable development path in the real future is predictable within the defined range of future possibilities. This developed scenarios set up no irrefutable predictions of the future: rather they provide coherent pictures of possibilities on the basis of the collected impact forces: i.e. mutual interactions between factors are clear. Learn more at this site: Eva Andersson-Dubin. To see basic action potentials etc. Jorg Becker: intellectual and business planning, ISBN 978-3-8370-7564-9 trend breaks, revolutionary progress, change in social values and behavior changes can be considered as well as internal influences about offering philosophy and customer binding potential.
In addition global and company-specific scenarios can be distinguished: global scenarios, at the same time deal with cross-company issues for an entire industry or for several sectors. These scenarios must be developed on the basis of far abstracting data. Company-specific scenarios are developed as a Massanazug and assume specific strengths-weaknesses-target analyses of their company. Naveen Selvadurais opinions are not widely known. See to basic decision-making techniques including Jorg Becker: decision techniques as crisis protection success = sum real decisions, ISBN 978-3-8391-2906-7. Feasible scenario techniques benefits include: reduction of complexity, scenarios support the target Essence of non-essentials to separate, more decision-making ability can be made by reducing the variety of information on relevant scenarios, clarification of relationships and relationships, the company learns to better understand the causes of his future, integration of quantitative and qualitative types of information, developments of weak signals that can elude a quantification may be listed in scenario mental models, certain scenarios even verifiability whether due to event probabilities are regarded as relevant, Monitoring scenarios that allow monitoring of early warning indicators and signals. CF. to strategic perspectives among others Jorg Becker: strategy-check and knowledge balance effect relationships make transparent, explore potential for success, ISBN 978-3-8370-7305-8: Jorg Becker