Como você usa o planejamento de cenários para antecipar e mitigar ameaças e riscos potenciais?

There are a few ways to identify and mitigate potential issues via scenario planning. 1. While designing the scenarios, we need to exercise a MECE (mutually exclusive and collectively exhaustive) approach to define alternative futures. This negates overlapping scenarios. 2. We need to resist not identifying scenarios that have a low propensity to occur (black swan events). 3. Early Warning Indicators (EWI) need be defined and tracked to determine current state of affairs against the strategic posture. Every EWI attribute should have a corresponding strategic option that needs to kick in once the EWI attribute is triggered. 4. The scenario planning exercise should be refreshed regularly with relevant market facing and internal inputs.

Scenario planning is a vital tool for organizations to navigate uncertain futures. For instance, we might wonder how the COVID-19 pandemic will shape what customers want in the coming years. By imagining different scenarios, we're better prepared for whatever might come our way—whether it's a storm we need to weather or an opportunity to take. It's about staying ahead of the game, making smart moves before the game changes on us. In the end, scenario planning is our roadmap for navigating the twists and turns of tomorrow's world.

1. Understand Scenarios: Scenarios are not predictions. They explore different outcomes, and help you prepare for unlikely events like The Pandemic. 2. Objectives: Scenario planning ensures focus on growth and transformation initiatives during disruptions. Regardless of the future, identify strategic decisions to pursue. 3. Functional Leaders’ Role: Functional leaders must apply scenario planning to their own areas. Prepare teams to mitigate potential risks based on different scenarios. Provide risk-aligned guidance as situations evolve. 4. Stay Adaptable: Continuously review and adjust scenarios based on new information. Involve experts, cross-functional teams, and external consultants. Use real-time updates and visual aids.

1) Read online articles and publications about upcoming trends for the next 1-10 years to identify the driving forces. There may also be some weak signals mentioned by futurists/organisations that are relevant only to a small group of people/industry. 2) Read master plans, white papers, and reports published by local and foreign governments. Take what is relevant to our context/organisation, and keep in view some of the minor trends that may have indirect or longer-term future impacts. 3) Read what futurists, top voices, and subject matter experts share on LinkedIn newsfeed. Their diverse perspectives give insights on the upcoming generational and cultural environment, as well as an idea of the work trends in the next decade or so.

These are poor examples of drivers. The key issue here is the consumer behaviour, thus the drivers should be those underpinning consumer behaviour in regards to your specific business. Where / when are your products bought, how price sensitive are they, impact of changing behaviour due to work from home, social distancing etc. etc.

Scenario planning provides a roadmap for navigating through uncertain times, allowing us to anticipate and prepare for different kind of potential futures. At its core lies the identification of key factors that shape the landscape ahead. For instance, in the context of the COVID-19 pandemic, these factors might include the virus's behavior, vaccine distribution, governmental responses, economic repercussions, and societal shifts. By understanding and analyzing these drivers, organizations can develop strategies to mitigate risks and capitalize on opportunities. It's akin to equipping oneself with a compass and map, ensuring readiness to navigate through turbulent times with agility and foresight.

Similar to previous paragraph. These are scenario's on how the pandemic itself may play out, not customer behaviour. Better scenario axis would be: to what extend do customers go back to business as usual of maintain changed behaviour patterns (such as work from home etc.)

Scenario planning is like peering into multiple possible futures to prepare for what might come our way. It's a way of forecasting risks and spotting opportunities before they happen. By diving into different scenarios, we can see how they might shake up our goals, strategies, and resources. This process helps us stay agile and ready for whatever the future holds. Essentially, it's about being proactive rather than reactive, which is crucial for navigating the unpredictable nature of the business world.

Scenario planning is like painting possible futures for your business, helping you anticipate and navigate potential risks and opportunities. It's about imagining different paths ahead and preparing accordingly. When you define actions for each scenario, it's like laying down a roadmap to guide your decisions and actions. Prioritizing these actions is crucial; it's like deciding which steps to take first on a journey to success. Ultimately, scenario planning is a tool for building resilience and adaptability, helping businesses thrive amidst uncertainty.

Scenario planning is like having a compass in the wilderness of business uncertainties. It's not a one-off task; it's a journey of constantly refining your map. Regular check-ins allow you to spot new landmarks and obstacles and adjust your course accordingly. It's all about staying nimble and adaptable to the ever-changing terrain. Think of it as regularly recalibrating your compass to ensure you're headed in the right direction.

Scenarios, like strategic plans, are often put on shelves after they are completed. Ensuring that you identify and track indicators to determine if elements of scenarios are becoming reality. This will allow organizations to begin developing appropriate strategies to respond to the emerging changes.