Planning Review: Volume 20 Issue 2

Mental models

Peter M. Senge

The discipline of managing mental models—surfacing, testing, and improving our internal pictures of how the world works—promises to be a major breakthrough for building learning…

Scenario‐based strategic planning: A process for building top management consensus

Mason Tenaglia, Patrick Noonan

By incorporating senior management's scenarios—alternative stories about the competition, markets, capital investments, new technologies—into the planning process, executives can…

Battelle's scenario analysis of a European high‐tech market

Stephen M. Millet

In 1988 Battelle was asked to work with a U.S.‐based information technology (IT) company to apply the BASICS scenario method to a forecast of its changing European market.

1992–97 world political risk forecast

William D. Coplin, Michael K. O'Leary

George Bush's catchy but empty phrase—“new world order”—is likely to become uncomfortably ironic in 1992 as the forces of disorder create both risks and opportunities for…

Acting versus thinking: A debate between Tom Peters and Michael Porter

Bernard C. Reimann, Vasudevan Ramanujam

Increasingly, managers are harried by rapidly accelerating technological changes, globalization, and new competitors. How can they cope with the mercurial environments their firms…