Scenarios to challenge strategic paradigms: Lessons from 2025

As a process looking for alternative visions of environment and corporate futures, scenario planning challenges strategic paradigms. In that way, scenario planning is dealing with the different beliefs of the many actors who make the organization and its global and business environments. Among these beliefs, emerging ideologies are one of the main shaping factors for the construction of new visions of corporate environment and corporate futures. To analyse the interaction between scenario planning and emerging ideologies, this paper will first propose a conceptual framework based on the dynamics of strategic paradigms. Second, it will discuss Electricité de France 2025 scenarios longitudinal case study in the context of the diffusion process of the French so called prospective approach to show interests and traps of scenario planning to manage paradigm shifts.     

A critical review of the application of environmental scenario exercises

Scenario exercises have become instrumental across multiple fields, from their original usage in business and military planning, to being ubiquitous in environmental planning and policy formation. This article critically reviews whether there are explicit and imminent divisions between how scenario exercises are used and discussed, with particular focus on the literature of qualitative scenarios concerning environmental challenges. The authors interrogate what scenario exercises are in actual practice, in the context of what they are used for and how they are designed, before then considering the criteria for determining ‘success’ for a scenario exercise. The particular focus of the literature analysed is in the emergence of the discipline of ‘environmental scenarios’, being scenarios concerned with 21st Century environmental challenges such as the influence of climate change on the notion of natural hazards.     

Unravelling the complexity of collective mental models: A method for developing and analysing scenarios in multi-organisational contexts

In multi-organisational contexts, scenario building has been used to engage stakeholders in a critical discussion on issues of mutual importance, and to gain their support with regards to possible future responses. A review of existing literature suggests that much has been written regarding the process of scenario development and the benefits of the process, but the detailed analysis of scenario building outcomes, which encompass a large number of issues and their complex interconnections, has not been made explicit for studying and enhancing understanding of a complex societal problem. This paper presents a systematic method for analysing such complex outcomes in order to facilitate reflective thinking on important issues within the wider context for policy development. The method was employed in a series of participative scenario development workshops, which yielded several causal maps around the theme of construction industry skills. A collective map merging the individual subject-specific causal maps was created to help provide a more holistic overview of the pertinent issues surrounding the construction skills debate. The analysis of this collective map promotes a better understanding of the issue in the wider context, the consequence of possible future events and actions, and of the pre-requisition required for certain events/desired outcomes to take place. The main benefit that could be derived from the method is the opportunity to help facilitate and encourage debate and discussion amongst key stakeholders regarding scenario theme, in this case skills improvement within construction. Due to its flexibility and adaptability, the method could potentially be applied to other areas requiring longer range planning and which contain multiple stakeholder perspectives.     

To boldly go where no man has gone before: integrating cognitive and physical features in scenario studies

A recent surge in the literature shows that scenario studies are very much back in vogue. The revival of the scenario approach to strategic planning, however, also shows that the method has developed rather one-sidedly both in theory and practice. The dominant trend in scenario thinking is that scenario construction is used primarily as a cognitive exercise, involving mental processes only. In this paper we aim to complement this development by arguing for a more integrated approach, involving both cognitive and “physical” features. Such an approach combines more traditional cognitive elements of scenario studies with, for example, organizational experiments, deliberately made small mistakes, and external corporate ventures. Moreover, we introduce a typology of scenario studies based on two salient assumptions that characterize the field.     

Creating narrative scenarios: Science fiction prototyping at Emerge

Scenarios are stories. In the diverse field of scenario planning, this is perhaps the single point of universal agreement. Yet if scenarios are stories, their literary qualities are often underdeveloped. Scenarios used in business and government frequently do not contain a relatable protagonist, move a plot toward resolution, or compellingly use metaphor, imagery, or other emotionally persuasive techniques of literature. In these cases, narrative is relegated to an adjunct role of summarizing the final results of the workshop. While this neglect of narrative may be reasonable in some contexts, the power of narrative should not be underestimated. Scenario planning methodologies can benefit from using diverse narrative techniques to craft compelling and infectious visions of the future. This article explores the relationship between science fiction and scenarios as story genres and investigates a creative story-telling technique, “Science Fiction Prototyping” (Johnson, 2011). While the method is promising, it is an ultimately problematic means to incorporating narrative into scenario planning.     

Scenario projects in Japanese government: Strategic approaches for overcoming psychological and institutional barriers

Scenario planning in the public sector has significant differences from scenario planning in the corporate world. Scenario planning in the government not only tends to be focused on issues of higher complexity and significance to public policy, but also in comparison to people in the private business, public officials have fundamental psychological and institutional constraints in their scenario thinking. These constraints make it difficult for them to contemplate multiple ‘untidy’ futures and imagine the possibility of policy failure: skills which are essential for successful scenario projects. Based on specific characteristics of scenario planning in the Japanese government, this paper contributes on better understanding the challenges and strategic solutions in providing more successful scenario planning in the public sector. Specifically, this paper argues that possible solutions in overcoming these constraints may be to shake public bureaucrats out of their thinking by providing free and open venues of conversation and more importantly through ‘derailment’ exercises.     

Perceived Environmental Uncertainty in scenario planning

Scenario planning is a strategy tool with growing popularity in both academia and practical situations. Current practices of scenario planning are largely based on existing literature which utilises scenario planning to develop strategies for the future, primarily considering the assessment of perceived macro-external environmental uncertainties. However there is a body of literature hitherto ignored by scenario planning researchers, which suggests that Perceived Environmental Uncertainty (PEU) influences the micro-external as well as the internal environment of the organisation. This paper reviews the most dominant theories on scenario planning process and PEU, developing three propositions for the practice of scenario planning process. Furthermore, it shows how these propositions can be integrated in the scenario planning process in order to improve the development of strategy.     

Internal branding experiences in the financial services sector in South Africa

There is little doubt that employees are critical to the delivery of the service brand. Although existing models propose methods of internal branding, very little is known about the actual corporate experience. Academics around the world have spent decades probing internal marketing, its subset—internal branding—and the impact of internal branding on service delivery. This research focuses on how organisations execute internal branding, revealing critical success factors as well as obstacles encountered. The research was conducted in five large organisations in the financial services sector in South Africa. Each organisation is a highly recognisable consumer brand; the oldest of which is nearing 200 years of being in business and the youngest is just 20 years old. This research adds to the body of knowledge regarding organisational practice of internal branding. Key themes are identified, three of which are largely absent from extant models and literature.     

35 years of studies on business failure: an overview of the classic statistical methodologies and their related problems

Over the last 35 years, business failure prediction has become a major research domain within corporate finance. Numerous corporate failure prediction models have been developed, based on various modelling techniques. The most popular are the classic cross-sectional statistical methods, which have resulted in various ‘single-period’ or static models, especially multivariate discriminant models and logit models. To date, there has been no clear overview and discussion of the application of classic statistical methods to business failure prediction. Therefore, this paper extensively elaborates on the application of (1) univariate analysis, (2) risk index models, (3) multivariate discriminant analysis, and (4) conditional probability models in corporate failure prediction. In addition, because there is no clear and comprehensive analysis in the existing literature of the diverse problems related to the application of these methods to the topic of corporate failure prediction, this paper brings together all problem issues and enlarges upon each of them. It discusses all problems related to: (1) the classical paradigm (i.e. the arbitrary definition of failure, non-stationarity and data instability, sampling selectivity, and the choice of the optimisation criteria); (2) the neglect of the time dimension of failure; and (3) the application focus in failure prediction modelling. Further, the paper elaborates on a number of other problems related to the use of a linear classification rule, the use of annual account information, and neglect of the multidimensional nature of failure. This paper contributes towards a thorough understanding of the features of the classic statistical business failure prediction models and their related problems.     

Parenting styles and value creation: a management control approach

At the end of the 1980s, Goold and Campbell (1987) helped to generate new interest in the subject of management's ability to create value. According to Goold et al. (1994) this ability is manifested in different so-called parenting styles in which the corporate strategic planning and follow-up processes play an important part. While strategic planning and follow-up are emphasized, other parts of the corporate management control system are treated in less detail. Nor do Goold et al. discuss in any detail how management needs, in regard to the systems of control, may be different at the business-unit level than at the corporate level. These divergent requirements can make co-ordinated planning and follow-up more difficult for the corporate group as a whole and thus limit the chances of establishing a distinct parenting style. To improve our knowledge and understanding of the relationships between parenting style, the design and use of management control systems, and value creation, four Swedish corporate groups have been studied. These case studies show that a successful parenting style is characterized by established principles for balancing corporate management's need for co-ordinated control systems against the needs of the business units for situation-specific control systems. The study shows that these principles vary with the type of parenting style.     

Managing for Value 2.0

In Finance 101, future corporate managers are taught that the social mission of public companies is to maximize their own longrun (or “intrinsic”) value by investing in all positive net present value (NPV) projects—that is, projects that are expected to earn at least their opportunity cost of capital. In markets that are reasonably efficient, provided management does an effective job of communicating its business plan and its progress in meeting its strategic goals, companies that follow this “NPV rule” can expect to be rewarded with increases in their share prices, at least in the longer run. But in the real world, of course, the pursuit of earnings and other “key performance indicators” (KPIs) often leads to managerial shortsightedness and destruction of value. To explain why—and to help companies avoid this outcome—this article presents an approach that envisions the intrinsic value of the company as an invisible “blue line” that moves through time on a graph, while showing observable key performance indicators, including revenue and earnings (and even the current stock price), as “red lines” on the same graph. The root of the problem is the failure of many companies to distinguish between their KPIs and the underlying drivers of value. KPIs, to be sure, are reflections of important aspects of the business; but however important and useful for strategic planning, they should not be used in performance evaluation or compensation plans for top management as surrogates for the underlying value of the business. Genuine value creation requires systems and a corporate culture that compel managers to pursue all projects that promise to earn the opportunity cost of capital—while treating earnings and other KPIs as means to creating value rather than ends in themselves.     

A METHOD FOR ESTIMATING GLOBAL CORPORATE CAPITAL COSTS: THE CASE OF BESTFOODS

The financial management practices of many multinational corporations are at odds with both financial theory and the strategic case for global expansion. Despite the weight of academic literature, many financial executives still cling to ad hoc rules of thumb that discourage value-enhancing global growth. In particular, they tend to require large risk premiums for making foreign investments while ignoring the diversification benefits of such investments for their shareholders.
This article presents a practical method for estimating the cost of capital for use by multinationals both in evaluating foreign investment opportunities and in measuring the ongoing performance of overseas business units. The method represents a kind of "hybrid" version of the global CAPM—one that attempts to reconcile some of corporate executives' concerns about the distinctive risks of foreign investment with the finance theorist's portfolio perspective and reliance on capital market information. More specifically, the framework uses information from capital markets to determine the appropriate risk premiums for currency and sovereign risks associated with each country in an MNC's portfolio. But, at the same time, these risk premiums are partly offset by taking account of any diversification benefits that foreign investment provides for the firm's shareholders.
The method is illustrated using the case of Bestfoods, a Fortune 200 company with extensive overseas operations that recently adopted the method. For the purpose of evaluating new projects, Bestfoods produces quarterly updates of its cost-of-capital estimates for each country in which it has (or expects to have) major operations. For evaluating the ongoing performance of each country business unit, the relevant cost of capital is calculated annually (at the beginning of each fiscal year).     

Connecting adaptation and strategy: The role of evolutionary theory in scenario planning

In this study, evolutionary theory is used to analyze and critique the strategic process of scenario planning. We argue that scenario planning can be strengthened as a theory- and practice-oriented process through the incorporation of evolutionary theory in the scenario narrative process, and in the subsequent implementation phases in response to environmental change. First, this paper addresses scenario planning in relation to theoretical perspectives on strategic planning and forecasting. Then, the concepts of variation, selection, retention, organizational learning and inertia are used to analyze scenario planning as a strategic process. This study argues that because scenario planning mirrors modes of variation and selection at the organizational level, evolutionary theory is a useful approach for assessing the plausibility of scenario narratives and strengthening the theoretical foundation of scenario planning as a process. By utilizing an evolutionary framework throughout the scenario planning process, this method has a better chance of encouraging exploratory strategic thinking without reinforcing non-blind variation or inertial practices. Concepts including inertia can also be used to better address bias and myopia in the scenario planning process. Additionally, evolutionary theory can be used to assess how entities learn from the outcomes of scenario planning as the environment changes over time.     

A market-based approach to sector risk determinants and transmission in the euro area

In a panel data framework applied to Portfolio Distance-to-Default series of corporate sectors in the euro area, this paper evaluates systemic and idiosyncratic determinants of default risk and examines how distress is transferred in and between the financial and corporate sectors since the early days of the euro. This approach takes into account observed and unobserved common factors and the presence of different degrees of cross-section dependence in the form of economic proximity. This paper contributes to the financial stability literature with a contingent claims approach to a sector-based analysis with a less dominant macro focus while being compatible with existing stress-testing methodologies in the literature. A disaggregated analysis of the different corporate and financial sectors allows for a more detailed assessment of specificities in terms of risk profile, i.e. heterogeneity of business models, risk exposures and interaction with the rest of the macro environment.     

Corporate Failure Prediction Modeling: Distorted by Business Groups' Internal Capital Markets?

Abstract:  Most models in the bankruptcy prediction literature implicitly assume companies are stand-alone entities. However, in view of the importance of business groups in Continental Europe, ignoring group ties may have a negative impact on predictive reliability. We find that models encompassing both bankruptcy variables defined at subsidiary level and at group level have a substantially better fit and classification performance. Furthermore we find that the group's support causes improved survival chances for subsidiaries, especially when these subsidiaries belong to the group's core business. Overall our results are consistent with existing theoretical and empirical findings from the internal capital markets literature.     

Establishing bank–corporate relationships and building competitive advantages

This article investigates how banks build competitive advantage through relationship banking. Using a grounded theory approach, 29 interviews were conducted with relationship managers and corporate banking directors in 21 case banks from 2004 to 2008. Grounded theory models were developed to illustrate the value creation process in relationship banking. It was found that long-term bank–corporate relationships were established through trust-based personal communications. In the case, banks customer information and knowledge advantages were created. Risk-adjusted returns on assets were used to measure customer relationship performance, and relationship managers were rewarded accordingly. The interviewees thought that bank performance could be improved by managing customer credit risk and identifying cross-selling opportunities. This study starts to open up the ‘black box’ of how banks create shareholder value through relationship banking, provides a picture of relationship banking as a social phenomenon, and supplies some theoretical and managerial implications. The article also links the literature relevant to relationship banking from different disciplines. This is a new way of looking at the relationship banking phenomenon and relevant literature in an integrated manner.     

Modeling the business risk of financially weakened firms: A new approach for corporate bond pricing

Most structural models of default risk assume that the firm's asset return is normally distributed, with a constant volatility. By contrast, this article details the properties that the process of assets should have in the case of financially weakened firms. It points out that jump-diffusion processes with time-varying volatility provide a refined and accurate perspective on the business risk dimension of default risk. Representative Arrow-Debreu state price densities (SPD) and term structures of credit spreads are then explored. The credit curves show that the business uncertainties play a major in the pricing of corporate liabilities.     

Management based critical success factors in the implementation of Enterprise Resource Planning systems

This study examines critical success factors for implementing Enterprise Resource Planning systems using the framework of classical management theory. The study is motivated by conflicting results in earlier studies examining critical success factors in Enterprise Resource Planning implementation, many of which are anecdotal in nature. Ten critical success factors in ERP systems implementation proposed in past literature are selected. The relationship between each of these factors and project success is examined. Project success is defined as organizational impact and on time and on/under budget project completion. Eight implementation projects were qualitatively analyzed using the case study method to examine the proposed relationships. The findings suggest that choosing the right full time project manager, training of personnel, and the presence of a champion relate to project success. The use of consultants, the role of management in reducing user resistance and the use of a steering committee to control the project do not appear to differentiate successful and unsuccessful projects. Integration of ERP planning with business planning, reporting level of the project manager, and active participation of the CEO beyond project approvals, resource allocation and occasional project review, are not found to be critical factors of success. Considering the financial cost and risk associated with these projects, a better understanding of critical success factors will enable practitioners and academics to improve the chance of success in the implementation projects. All organizations implementing ERP, especially small and mid-sized enterprises with limited resources, will benefit from this knowledge.     

Can internally generated futures accelerate organizational learning?

After many years of scenario planning, this paper takes a moment to reflect on its use within, and value to, organizations. The author states that ultimately the benefit of scenario planning must result from ‘changed and more skilful action by the organization within its business environment.’ Navigating through the business environment is discussed as taking on two forms, that of strategising and learning where the former is dominated by ‘knowing by gaining control’ and the latter by ‘knowing by participation’ and reflection. Taking this logic a step further, van der Heijden sees the purpose of scenario planning as being categorisable along two dimensions content/process and thinking/action producing a matrix of four categories of purpose. Although he sees these four reasons for using scenario planning as harbouring different degrees of difficulty and likelihood of success, he advocates above all that organizations think carefully about which category is appropriate for them and ensure that the process of scenario planning is designed to support this goal.     

Strategic diagnostics and management decision making: a hybrid knowledge‐based approach

A conceptual model is introduced whereby the focus is placed on environmental scanning, diagnostics and decision‐making on the basis of managerial judgement through the application of tools such as intelligent agents, hybrid intelligent systems, scenario analysis and knowledge‐based systems. The model has a critical stage as an antecedent to the strategic advice that encompasses the issues of strategic fit to purpose (theme, industry, company and strategic business unit‐driven). A number of applications dealing with these four layers are shown, as well as an illustration of hybrid intelligent systems for strategic marketing planning. Copyright © 2007 John Wiley & Sons, Ltd.