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The essence of scenarios : learning from the Shell experience /
In 1965, Royal Dutch Shell started experimenting with a new approach to preparing for the future. This approach, called scenario planning, eschewed forecasting in favor of plausible alternative stories. By using stories, or "scenarios," Shell aimed to avoid the false assumption that the fu...
| Clasificación: | Libro Electrónico |
|---|---|
| Autores principales: | , |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Amsterdam :
Amsterdam University Press,
[2014]
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| Temas: | |
| Acceso en línea: | Texto completo |
MARC
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| 100 | 1 | |a Wilkinson, Angela, |e author. | |
| 245 | 1 | 4 | |a The essence of scenarios : |b learning from the Shell experience / |c Angela Wilkinson and Roland Kupers. |
| 264 | 1 | |a Amsterdam : |b Amsterdam University Press, |c [2014] | |
| 300 | |a 1 online resource (168 pages) : |b illustrations | ||
| 336 | |a text |b txt |2 rdacontent | ||
| 337 | |a computer |b c |2 rdamedia | ||
| 338 | |a online resource |b cr |2 rdacarrier | ||
| 347 | |a data file | ||
| 588 | 0 | |a Print version record. | |
| 504 | |a Includes bibliographical references and index. | ||
| 505 | 0 | |a Table of Contents ; Acknowledgements; Preface by Peter Ho; Introduction: The "Gentle Art"; Sources; I.A Unique Legacy; II. Shell Scenarios -- A History, 1965-2013; Experimentation and Emergence, 1965-1981; Moving Closer to the Business, 1982-1990; Culture Change, 1990-1999; Cheaper, Deeper Thinking, 1999-2006; New Pathways to 'Challenging and Heard', 2006-2013; III. The Essence of the Shell Art; 1. Improving Intuition; 2. Plausible, Not Probable; 3. Striking the Balance Between Relevant and Challenging; 4. Pragmatic, Not Ideological; 5. Realizing the Role of the Future in the Present. | |
| 505 | 8 | |a 6. Focused and Targeted7. Engaging the Client in the Process; 8. Memorable, Yet Disposable; 9. Storytelling -- the Heart of Strategic Conversation; 10. The Necessity of Numbers; 11. The Creation of a Scenario Team; 12. Serving as Door-Openers and Adding Value to External Relationships; 13. Fostering a Culture of Openness and Curiosity; 14. Managing Disagreement as an Asset; 15. Providing Value within a Broader Management System; IV. Looking Ahead; From 'Seeing' to 'Seeding', Not Growing Better Futures; Beyond Products to Value-Added Services; The Future of Shell Scenarios; Business Lens. | |
| 505 | 8 | |a Reaching OutV. Conclusion; The Evolution Continues -- the Essence Remains; Epilogue: Scenario Team Leaders; Afterword; Appendix A -- Timeline; Appendix B -- Summary of Scenarios; Index. | |
| 520 | |a In 1965, Royal Dutch Shell started experimenting with a new approach to preparing for the future. This approach, called scenario planning, eschewed forecasting in favor of plausible alternative stories. By using stories, or "scenarios," Shell aimed to avoid the false assumption that the future would look much like the present-an assumption that marred most corporate planning at the time. The Essence of Scenarios offers unmatched insight into the company's innovative practice, which still has a huge influence on the way businesses, governments, and other organizations think about an | ||
| 546 | |a English. | ||
| 590 | |a JSTOR |b Books at JSTOR Demand Driven Acquisitions (DDA) | ||
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| 590 | |a JSTOR |b Books at JSTOR Evidence Based Acquisitions | ||
| 610 | 2 | 0 | |a Koninklijke Nederlandsche Petroleum Maatschappij. |
| 610 | 2 | 7 | |a Koninklijke Nederlandsche Petroleum Maatschappij. |2 fast |0 (OCoLC)fst00581718 |
| 650 | 0 | |a Strategic planning. | |
| 650 | 6 | |a Planification stratégique. | |
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| 650 | 7 | |a BUSINESS & ECONOMICS |x General. |2 bisacsh | |
| 650 | 7 | |a Strategic planning. |2 fast |0 (OCoLC)fst01134371 | |
| 700 | 1 | |a Kupers, Roland, |d 1959- |e author. | |
| 776 | 0 | 8 | |i Print version: |a Wilkinson, Angela. |t Essence of scenarios |z 9789089645944 |w (OCoLC)858805035 |
| 856 | 4 | 0 | |u https://jstor.uam.elogim.com/stable/10.2307/j.ctt6wp7mz |z Texto completo |
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