Strategy & Leadership: Volume 31 Issue 2

How corporations learn from scenarios

Liam Fahey

This article shows how scenarios provide a powerful methodology to identify, connect, and assess the critical strategic and knowledge uncertainties they inevitably contain within…

The future of scenarios: challenges and opportunities

Stephen M. Millett

Corporate and institutional managers don’t get the full return on investment in scenarios that they should, nor do they employ scenarios on the full range of corporate issues…

Tailoring scenario planning to the company culture

David Mason

When an organization needs to use scenarios as a framework for logically discussing internal and external issues, it should be aware of the two predominant causes of failure of…

The art and strategy of scenario writing

Betty S. Flowers

From the point of view of a successful scenario writer for Royal Dutch Shell, there are several there are several artful techniques that go into crafting and presenting business…

High‐tech 2005: the horizontal, hypercompetitive future

Vivek Kapur, John Peters, Saul Berman

Profound and lasting changes are afoot in the high‐tech industry. Only those high‐tech companies that align their business models for the new horizontal and hypercompetitive…

Knowledge is today’s capital: Strategy & Leadership interviews Thomas A. Stewart

Samuel M. Felton, William C. Finnie

An interview with Thomas A. Stewart, recently appointed editor of the Harvard Business Review and formerly Editorial Director of Business 2.0 and a member of the Board of Editors…

Strategy for the knowledge economy

Thomas H. Davenport

Experiencing strategic conversations about the central forces of our time

Stan Abraham

Integrate scenario learning with decision making

Robert M. Randall

Is the "crucible of leadership" a crock-pot?

Robert J. Allio

These brief summaries highlight the key points and action steps to be found in the feature articles in this issue of Strategy & Leadership