Hutchinson on Scenarios
Art Hutchinson expounds on the benefits of divergent scenarios for viable strategic planning –
This is one reason that much traditional “Michael Porter style” strategic planning has fallen short: it requires crisp definitions of industry boundaries in order to yield meaningful insights. Define things too narrowly and you get whacked from outside (‘best car in it’s class’ syndrome). Industries resist bounding (arguably more now than in the past). For example, what industry does the iPhone occupy? Yet if one defines boundaries too broadly one gets un-actionable mush. What’s left? A need for divergent scenarios that empower management teams to think systemically across and around boundaries–recognizing but not being hemmed in by them. The goal: strategic resilience whatever may come.
-Shlok
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