Scenario-planning in strategic decision-making: requirements, benefits and inhibitors

Abstract

Purpose

The purpose of this paper is to explore the corporate requirements, benefits and inhibitors of scenario planning in strategic decision-making.

Design/methodology/approach

This paper is based on a sample of 15 case studies with executives in the South African context to reveal the perceived corporate requirements, benefits and inhibitors of scenario-planning.

Findings

From the cases, it is evident that industry-, organizational- and leadership-related factors enable or inhibit scenario planning. Requirements, benefits and inhibitors are revealed in strategic decision-making.

Research limitations/implications

Further research to determine supportive tools and technologies for enabling scenario-planning across multiple contexts is needed.

Practical implications

This paper expands insights into the requirements, benefits and inhibitors of scenario-planning in strategic decision-making.

Originality/value

Given the increasing complexity of the business environment, a framework of scenario-thinking is presented and recommend greater emphasis on developing strategic decision-making competence, changed mindsets and organizational agility.

Citation

Meyerowitz, D., Lew, C. and Svensson, G. (2018), "Scenario-planning in strategic decision-making: requirements, benefits and inhibitors", Foresight, Vol. 20 No. 6, pp. 602-621. https://doi.org/10.1108/FS-04-2018-0036