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Management Library: The Art of The Long View

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72 views

Management Library: The Art of The Long View

mjki

Uploaded by

hdfcblgoa
Copyright
© Attribution Non-Commercial (BY-NC)
Available Formats
Download as PDF, TXT or read online on Scribd
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BUSINESS: The Ultimate Resource

December 2004 Upgrade 27

MANAGEMENT LIBRARY
The Art of the Long View By Peter Schwartz
Why Read It?
It may be impossible to predict the future, but it is possible to prepare for it and lessen the degree of any shocks it may bring. The scenario method, presented in this book by Peter Schwartz, enables managers to cover the possible outcome of their actions and take account of external events outside their control. It has been widely used in major corporations to prevent problems caused by unexpected developments.

Getting Started
The book describes the use of scenarios to investigate and test decisions about the future. A scenario is a way of looking ahead, a description of how the world might turn out to be in the future, if certain events take place. Schwartz believes that scenarios enable an organization to plot routes through necessarily uncertain terrain. They are not predictionsaccurate predictions are impossible. Nor are they extrapolations of trends. Scenarios, according to the author, are an approach to making better decisions about the future.

Contribution
1. What type of scenario?
The author highlights three possible scenarios for the future:

more of the same, but better; worse, leading to decay and depression; different, but better with profound social changes.

It is possible to identify what types of business would succeed in each of those scenarios.

2. The problem of denial


Schwartz explains that some scenarios predict situations that people are not prepared to contemplate. He refers to this as a state of denial. Scenarios, he suggests, need to be treated as stories to overcome the problem of denial. Putting figures in the scenario makes them believable. With stories, readers can suspend belief.

Bloomsbury Publishing Plc 2004

BUSINESS: The Ultimate Resource


December 2004 Upgrade 27

3. Responses to scenarios
People have different mindsets and so respond to scenarios differently. Schwartz puts people into three main categories: optimists, pessimists, and people who prefer the status quo. Some commentators dismiss scenarios as impossible dreams, but the author believes it is important to ask awkward questions and be prepared for the unexpected.

4. The right perspective


Schwartz recommends changing focus between the broad picture and the specific area of concern. For someone looking at the future prospects for an industry, it is important to take account of global developments as well as industry trends.

5. Wide-ranging research
Research into areas such as science, technology, politics, and economics underpins the development of scenarios, but conventional research sources may simply point to the continuation of the status quo. The author believes that fringe research may be equally important.

6. Certainty and uncertainty


The author explains how the building blocks of scenarios are society, technology, economics, politics, and the environment. Looking at developments in each area gives the scenario builder a series of useful perspectives. The author describes how Shell set up the Global Business Network to bring together people with different perspectives. Scenario builders use multiple perspectives to create a series of challenges and possible responses and identify potential winners and losers.

Context
The book draws on the authors wide-ranging experience in scenario development within Shell. He uses real-life examples to demonstrate the importance of scenarios in an industry like energy that is influenced by technology, politics, and economic and environmental factors. He explains how unexpected events such as war or major political change could have had a significant impact on the industry if it had not prepared for change through the use of scenarios. Schwartz is careful to highlight the difference between scenarios and predictions about the future. His book is not a prediction about the way the world might look, but a method for assessing what might change if unforeseen circumstances occur. In that sense, the book is a valuable complement to books on strategy development based on business as usual.

The Best Sources of Help


Schwartz, Peter. The Art of the Long View. Chichester: John Wiley, 1997.

Bloomsbury Publishing Plc 2004

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