Foreword
Louis van der Merwe
IT COMES AS NO SURPRISE that in our world of discontinuities and volatility, the use of scenarios as part of strategic planning processes has taken off. According to the Bain & Company annual survey of the most-used management tools, scenario work has risen considerably. Scenario use has risen from 40 percent of those surveyed in 1999 to 70 percent in 2006 (Economist, 2006). The Economist goes on to say, “As a result of its scenario planning, the New York Board of Trade decided in the 1990s to build a second trading floor outside the World Trade Centre, a decision that kept it going after September 11th, 2001.”
As the environment becomes more volatile, one wrong assumption about future conditions or markets could ...
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