Scenario Planning

Scenario PlanningScenario PlanningScenario PlanningScenario Planning

Drs. H. Dadang Solihin, MA

Jakarta, January 29, 2007

Dadang holds a MA degree (Economics), University of Dadang Solihin’s ProfileDadang Solihin’s Profileg g ( ) y

Colorado, USA. His previous post is Head, Center for Research Data and Information at DPD Secretariat General as well as Deputy Director for Information of Spatial Planning and Land Use Management at Indonesian National Development Planning Agency (Bappenas).

Beside working as Assistant Professor at Graduate School of Asia-Beside working as Assistant Professor at Graduate School of AsiaPacific Studies, Waseda University, Tokyo, Japan, he also active as Associate Professor at University of Darma Persada, Jakarta, Indonesia.

He got various training around the globe included Advanced International He got various training around the globe, included Advanced International Training Programme of Information Technology Management, at Karlstad City, Sweden (2005); the Training Seminar on Land Use and Management, Taiwan (2004); Developing Multimedia Applications for Managers KualaTaiwan (2004); Developing Multimedia Applications for Managers, Kuala Lumpur, Malaysia (2003); Applied Policy Development Training, Vancouver, Canada (2002); Local Government Administration Training Course, Hiroshima, Japan (2001); and Regional Development and Planning Training os a, Japa ( 00 ); a d eg o a e e op e a d a g a gCourse, Sapporo, Japan (1999). He published more than five books regarding local autonomous.

You can reach Dadang Solihin by email at [email protected] or by his

dadang-solihin.blogspot.com 2

You can reach Dadang Solihin by email at [email protected] or by his mobile at +62812 932 2202

Materi• Apa itu Scenario Planning?• Perbedaan antara Scenario, Forecast, dan Visions• Dimensi Scenario Planningg• Perbandingan Karakteristik Traditional Planning dan Scenario

Planning.• Steps in Scenario Planningp g• Tahapan Membuat Skenario• Some Traps to Avoid• Level of Strategic ThinkingLevel of Strategic Thinking• Level of Integration• Models for Scenario Project• Scenarios and Uncertainties• Scenarios and Uncertainties• Contoh: Daily Newspapers• Contoh: Scenario Indonesia 2010

Contoh: China Scenarios to 2025• Contoh: China Scenarios to 2025• Contoh: India Scenarios to 2025• Contoh: Pandangan dari Jawa Barat: Skenario Indonesia 2010


• Contoh: Indonesia 2025

Apa itu Scenario Planning?Apa itu Scenario Planning?

• “An internally consistent view of what the future• An internally consistent view of what the future might turn out to be” (Michael Porter, 1985).

• “A tool [for] ordering one’s perceptions about [ ] g p palternative future environments in which one’s decision might be played out right” (Peter Schwartz 1991)Schwartz, 1991).

• “That part of strategic planning which relates to the tools and technologies for managing the g g guncertainties of the future” (Gill Ringland, 1998).

• “A disciplined method for imaging possible f t i hi h i ti l d i i bfutures in which organizational decisions may be played out” (Paul Shoemaker, 1995).


Apa itu Scenario Planning?Apa itu Scenario Planning?

• Scenario Planning is a model that can be used to• Scenario Planning is a model that can be used to explore and learn the future in which a corporate strategy is formed. It k b d ibi ll b f• It works by describing a small number of scenarios, by creating stories how the future may unfold, and how this may affect an issue that

f t th ticonfronts the corporation.• Scenarios are carefully crafted stories about the

future embodying a wide variety of ideas and y g yintegrating them in a way that is communicable and useful.

• Scenarios help us to link uncertainties about the• Scenarios help us to link uncertainties about the future to the decisions that we must make today (Royal Dutch Shell).


Apa itu Scenario Planning?Apa itu Scenario Planning?• The scenario planning method works by understanding the

nature and impact of the most uncertain and importantnature and impact of the most uncertain and important driving forces affecting the future.

• It is a group process which encourages knowledge exchange and development of mutual deeperexchange and development of mutual deeper understanding of central issues that are important to the future of your business.

• The goal is to create and craft a number of diverging stories g g gby extrapolating uncertain and heavily influencing driving forces.

• The stories, plus the processes to create them, have a dual iaim: – to increase the knowledge of the business environment and – to widen both the receiver's and participant's perception of

possible future eventspossible future events. • The method is most widely used as a strategic

management tool, but it is also used for enabling group discussion about a common future.


d scuss o abou a co o u u e

Apa itu Scenario Planning?

Scenario planning is the combination of scenario• Scenario planning is the combination of scenario analysis for strategic purposes and strategic planning based on the outcome of the scenarioplanning based on the outcome of the scenario phase (Lindgren, 2003)

SCENARIO generation Strategic PLANNING

Time


Time

Perbedaan antara S i F t d Vi iScenario, Forecast, dan VisionsScenario Forecast VisionsScenario Forecast Visions

Possible, plausible futures

Probable futures Desired future

Uncertainty based Based on certain relations

Value based

Illustrate risks Hide risk Hide riskQualitative or quantitative

Quantitative Usually qualitative

N d d t k h t N d d t d t E i iNeeded to know what we decide

Needed to dare to decide

Energizing

Rarely used Daily used Relatively often usedStrong in medium to long-term perspective and medium to high

Strong in short-term perspective and low degree of uncertainty

Function as triggers for voluntary change


guncertainties

g y

Dimensi S i Pl i Focus: newScenario Planning Focus: new

business

NewBusiness

Innovation

New thinking/ Paradigm shift

Business development/ Concept development

Strategy/ Scenario Scenario Scenario Purpose:

prerequisitePurpose: planning learningplanningplanning

prerequisite for changeaction

Evaluation

Risk-consciousness/ Need for

Strategy development/ Organizational

renewal

Focus: old

gdevelopment


business

Karakteristik Traditional Planning dan S i Pl iScenario PlanningTraditional Planning Scenario Planning

Perspective Partial, “Everything else being equal”

Overall, “Nothing else being equal”

Quantitative objective Qualitative not necessarilyVariables

Quantitative, objective, known

Qualitative, not necessarily quantitative, subjective, known or hidden

R l ti hi Statistical stable str ct res D namic emerging str ct resRelationships Statistical, stable structures Dynamic, emerging structures

Explanation The past explains the present

The future is the raison d’etreof the present

Picture of future Simple and certain Multiple and uncertain

MethodDeterminist and quantitative models (economic

Intention analysis, qualitative and stochastic models (crossMethod models (economic,

mathematical)and stochastic models (cross-impact and systems analysis)

Attitude to the Passive or adaptive (the Active and creative (the future


future future will be) is created)

Steps in Scenario PlanningSteps in Scenario Planning

1. Identify people who will contribute a wide range of perspectives.

2 Comprehensive interviews/workshop about how2. Comprehensive interviews/workshop about how participants see big shifts coming in society, economics, politics, technology, etc.

3. Group (cluster) these views into connected patterns.p ( ) p4. Group draws a list of priorities (the best ideas).5. Create rough pictures of the future, based on these

priorities. Stories and rough scenarios.p g6. Add further detail to get impact scenarios. Determine in

what way each scenario will affect the corporation.7. Identify early warning signals. Things that are indicative for y y g g g

a particular scenario to unfold.8. The scenarios are monitored, evaluated and reviewed.


Tahapan Membuat Skenario1. Decide driving forces (istilah lain : drivers / drivers for change)2. Find key uncertainties : drivers yang paling important &

unpredictable. 3. Group linked drivers into a viable framework (kalau bisa, reduce to

yang terpenting/strategic drivers)4. Draft Scenarios (plot menjadi 2-4 scenarios, lalu buat narasinya)5 Strategize (lihat strategic challenges susun strategic Options &5. Strategize (lihat strategic challenges, susun strategic Options &

identify early warning signs untuk each scenario)

DrivingDrivingForcesForces

StrategicStrategicDriversDrivers

StrategicStrategicChallengesChallenges

StrategicStrategicOptionsOptions

Faktor-faktor yang dapat memicuperubahan (Sosial, Demografi,

Driving Forces yang paling berpengaruh terhadap masa d i i/

Berbagai arah ketidakpastian Strategic Drivers yang d

Action Plan yang perlu disusun untuk mewujudkan Visi sekaligus merespong ,

Ekonomi, Tekno, Politik, Lingkungan, Values)

pdepan organisasi/ negara. Contoh: human capital, trade openness, governance

y gdapat menghambat/menciptakan peluang dalam mewujudkan Vi i

sekaligus merespon Strategic Challenges


g jVisi

Some Traps to AvoidSome Traps to Avoid

1 Treating scenarios as forecasts1. Treating scenarios as forecasts.2. Constructing scenarios based on too simplistic a

difference. Such as optimistic and pessimistic.3 Failing to make the scenario global enough in scope3. Failing to make the scenario global enough in scope.4. Failing to focus the scenarios in areas of potential impact

on the enterprise.5 Treating scenarios as an informational or instructional tool5. Treating scenarios as an informational or instructional tool

rather than for participative learning and/or strategy formation.

6. Not having an adequate process for engaging g q p g g gmanagement teams in the scenario planning process.

7. Failing to put enough imaginative stimulus into the scenario design.

8. Not using an experienced facilitator.


Level of Strategic ThinkingLevel of Strategic ThinkingParadigmParadigmWithin paradigm

strategies- Strategy as

prolongation or

Within paradigm strategies

- Strategy as prolongation or

Paradigm challenging strategies

- Scenarios as a

Paradigm challenging strategies

- Scenarios as a Strategic thinking strong prolongation or

modification of the past

prolongation or modification of the

past

source of higher-level strategic thinking and

planning

source of higher-level strategic thinking and

planning

strong

Mindless actionMindless actionFuture trap

- Scenarios as scienceFuture trap

- Scenarios as scienceStrategic thinking Mindless action- Tactical and action

planning

Mindless action- Tactical and action

planning

Scenarios as science or intellectual exercise with no connection to

strategic action

Scenarios as science or intellectual exercise with no connection to

strategic action

Strategic thinking weak

Futures focus weak Futures focus strong


Level of IntegrationgLevel of

integrationintegrationFuture integrationIntegrates long-term

perspectives with mid-term strategies and

Future integrationIntegrates long-term

perspectives with mid-term strategies and

Strategy integrationStrategy integration

term strategies and short-term actionsterm strategies and short-term actions

Integrates different businesses and

products in search for strategic leverage

Integrates different businesses and

products in search for strategic leverage

Process integrationIntegrates operationalProcess integrationIntegrates operational

strategic leveragestrategic leverage

Integrates operational procedures in search for efficient processes

Integrates operational procedures in search for efficient processes


Time horizon

Models for Scenario ProjectModels for Scenario ProjectParticipation OrganizationExpert model Participation

modelOrganization

model

The planner Alone With a group in th i ti

In training/ i t ti thThe planner

works the organization instructing the organization

The planner The planner The planner Control controls the

processtakes part in and leads the process

stays outside the process

Is presented by Is owned and Is owned by the The Result

p ythe planner presented by the

group

yorganization

The planner The planner The planner

RelationshipThe planner completes the assignment

The planner maintains a relationship with the group

The planner passes responsibility to the group


the group the group

Scenarios and Uncertainties

Uncertainty A

Scenario 1Scenario 1 Scenario 2Scenario 2

Uncertainty B

Scenario 3Scenario 3 Scenario 4Scenario 4Scenario 3Scenario 3 Scenario 4Scenario 4


Contoh: Daily NewspapersStrong demand for digital information

Wait and Wait and CyberworldCyberworldseesee

y2010

y2010

Newspapers conservative

Newspapers IT-active

Business as usual

Business as usual

High-tech productionHigh-tech

productionpp


Weak demand for digital information

Contoh: Scenario Indonesia 2010 Plot Scenario & Buat Narasinya

A th it i tAuthoritarian government

Pro-fair distribution economic

i t ti

Pro-growth economic

orientation orientationorientation


Democratic government

On the EdgeOn the Edge• Authoritarian government system with a pro-Authoritarian government system with a pro

growth economic orientation.• Separatist movements cause Indonesia to

disintegrate. Conflicts between the regions and g gthe centre spread to become inter-religious and inter-ethnic conflicts, labor conflicts, and anti-Chinese violence. A h i Ci il di b di• Anarchy increases. Civil disobedience grows. Education and religion are used to enforce ideological uniformity.

• Economic growth occurs through big capital and• Economic growth occurs through big capital and high technology.

• After Aceh and Papua, Riau secedes from IndonesiaIndonesia.


Padding a Leaky BoatPadding a Leaky Boat

Combines a democratic government• Combines a democratic government system with a pro-growth economic orientation.orientation.

• Indonesia become democratic, with a free press and the rule of law.p

• Regional autonomy works. Economic problems are overcome through growth, both through foreign investment and using domestic assets.


Into the Crocodile PitInto the Crocodile Pit

• Combines an authoritarian government with a• Combines an authoritarian government with a pro-fair distribution economic orientation.

• Indonesia becomes more authoritarian due to economic isolation. To keep up popular subsidies, the government over-exploits natural resources.

• Factories close, as resources grow scarce. Forced agriculture is brought backs, as in colonial timescolonial times.

• Dissidents are kept down by terror. Nationalist soldiers join populist forces to launch a coup d’etat.


Slow but SteadySlow but Steady• Combines a democratic government with pro• Combines a democratic government with pro-

fair distribution economic orientation.• Successful regional autonomy and

decentralization saves Indonesia from destruction

• Democracy survives the end of the NewDemocracy survives the end of the New Order.

• Foreign investors return, as does international dibilitcredibility.

• Violence recedes. Justice becomes the basis for resolving conflict.g

• Economic growth is low profile, but fait distribution reaches the regions.


Contoh:China Scenarios to 2025China Scenarios to 2025


Regional Ties

• Regional Ties describes how China continues gon the path of reform despite an international environment that becomes increasingly difficult. Chinese leadership and vision pfacilitate the forging of regional ties that help overcome historical enmities and restore prosperity in Asia.prosperity in Asia.

• The scenario is written as a Government White Paper, reflecting on 20 years of progress in China a medium often used byprogress in China, a medium often used by the Chinese government to communicate to the public-at-large on a major issue, to lay out its policy or to reflect on the past


its policy or to reflect on the past.

Unfulfilled Promise

• Unfulfilled Promise describes a China where th d i f i d l t i tthe desire for economic development is not supported by the necessary structural reforms. The name reflects the general gsentiment among the Chinese people that the promise made to them in terms of inclusive economic development has been largelyeconomic development has been largely unfulfilled.

• The story is told as an article in a Western yonline journal and reviews China’s development over the period 2006-2025.


New Silk Road

• New Silk Road describes the flourishing geconomic and cultural rise of China, a feat achieved despite the presence of substantial internal obstacles The scenario reflectsinternal obstacles. The scenario reflects China’s peaceful geopolitical integration and its sizeable role in the exchange of goods,

i i t t d id I thi itservices, investments and ideas. In this way it recreates the original Silk Road.

• The scenario is told using the Online• The scenario is told using the Online Encyclopaedia of the World and provides a factual account of what China has achieved

20 i ddadang-solihin.blogspot.com 27

over a 20-year period.

Contoh:India Scenarios to 2025India Scenarios to 2025


Bolly World

• “Bollywood” is the name given to the highly successful Indian film industry famous for its masala movies—Indian film industry, famous for its masala moviesmelodramatic extravaganzas with spectacular song and dance numbers. The title “Bolly World” reflects a future in which India’s leaders are so dazzled by the immediate

i t b d i i t ti l k t th t th f il tgains to be made in international markets that they fail to implement much needed domestic reforms.

• The scenario is told as a conversation overheard on a plane flying from Delhi to Dubai in 2025 A charteredplane flying from Delhi to Dubai in 2025. A chartered accountant tells his traveling companion why he thinks India is no longer experiencing international success and is facing so many problems. As he puts it, the situation “is just g y p p , jlike Bollywood itself—once you get behind all the glitter and the razzmatazz, you realize—the whole thing is just an illusion.”


P h l I diPahale India

• “Pahale India” means “India First” and this is reflected in the scenario in at least threereflected in the scenario in at least three ways: 1. people from across India put the needs of their

community and country first; 2. India emerges as a global economic leader; and 3. India’s dynamic internal developments make it a3. India s dynamic internal developments make it a

source of inspiration for the rest of the world.• This story is told by a successful Indian

b i t th 40th I di E ibusiness woman at the 40th India Economic Summit in 2025. Her keynote speech explores the reasons for India’s remarkable success.


Atakta BharatAtakta Bharat• “Atakta Bharat” describes an India “getting stuck withoutAtakta Bharat describes an India getting stuck without

direction” reflecting the lack of unified action and absence of effective leadership that, in this scenario, create a continuous and cumulative source of problems for India.

• The scenario is told as the transcript of a speech given at the monthly forum of the Hyderabad GM Crop Collective. The collective—a collaboration between the Hyderabad Farmers Seed Developers and Rural WorkersFarmers, Seed Developers and Rural Workers Cooperatives—is an example of one of the more positive responses made by some Indians to the multitude of troubles facing India.g

• The speech itself also draws attention to the importance of self-organization and self-help. Entitled “India’s last 20 years: Why we must help ourselves”, it explores how initial

ll i t ti d tt t t f i I di f il d bwell intentioned attempts at reform in India failed—because of corruption, inadequate planning and insufficient political will. The speaker raises a number of what he calls “if onlys” to describe how India’s future could have been very


to describe how India s future could have been very different.

ContohPandangan dari Jawa Barat: Skenario Indonesia 2010

(Bandung, 2 Januari 2000)

Ekonomi

L

Skenario 2Riak TangisSkenario 2Riak Tangis

Skenario 4Fajar

Menyingsing

Skenario 4Fajar

Menyingsing

Low G

overnRiak Tangis di Nusa Damai

Riak Tangis di Nusa Damai

Menyingsing, Kabut Mulai

Tersibak

Menyingsing, Kabut Mulai

Tersibak

nment Interve

TerbukaTertutup

entionio

nSkenario 1

ZamrudSkenario 1

ZamrudSkenario 3

KawahSkenario 3

Kawahent I

nter

vent

Zamrud Berserakan

Zamrud Berserakan

Kawah BergolakKawah

Bergolak

h G

over

nme


Hig

Diagram Pohon Skenario Indonesia 2010Diagram Pohon Skenario Indonesia 2010

Skenario 1: Zamrud Berserakan

Skenario 1: Zamrud Berserakan

Tinggi

Skenario 2: Riak Tangis di Nusa Damai

Skenario 2: Riak Tangis di Nusa DamaiRendah

Tertutup

Tangis di Nusa DamaiTangis di Nusa Damai

Skenario 3: KawahSkenario 3: KawahTi i

Rendah

Skenario 3: Kawah Bergolak

Skenario 3: Kawah Bergolak

Sk i 4 F jSk i 4 F j

TinggiTerbuka

Skenario 4: Fajar Menyingsing, Kabut

Mulai Tersibak

Skenario 4: Fajar Menyingsing, Kabut

Mulai TersibakRendah


Zamrud BerserakanZamrud BerserakanZamrud BerserakanZamrud Berserakan

• Indonesia terpecah, pelanggaran hak asasi manusia sering terjadi.

• Peranan masyarakat rendah, setelah terjadinya kudeta yang mengubah keadaan masyarakat terbuka menjadi masyarakat tertutup. j y p

• Untuk bertahan hidup, pemerintah melakukan intervensi ekonomi yang sangat tinggi.

• Kelaparan terjadi di mana mana Pada saat yang• Kelaparan terjadi di mana-mana. Pada saat yang sama Indonesia dikucilkan oleh masyarakat dunia.


Riak Tangis di Nusa DamaiRiak Tangis di Nusa DamaiRiak Tangis di Nusa DamaiRiak Tangis di Nusa Damai• Adanya ketidaksabaran masyarakat dan pemerintahAdanya ketidaksabaran masyarakat dan pemerintah

Indonesia setelah menyaksikan bahwa pengambilan keputusan dan kompromi dalam masyarakat terbuka terlalu banyak memakan waktu dan energi, yang disertai dengan

d b t it d bi i P d h l l hperdebatan sengit dan bising. Padahal masalah yang dihadapi Indonesia sangat berat dan memerlukan penanganan yang cepat.

• Maka diambillah pilihan untuk membatasi keterbukaan• Maka diambillah pilihan untuk membatasi keterbukaan masyarakat, sehingga pengambilan keputusan bisa lebih cepat dan kerja bisa lebih efisien.

• Di bidang ekonomi pemerintah hanya sedikit melakukanDi bidang ekonomi, pemerintah hanya sedikit melakukan intervensi, sehingga pertumbuhan berlangsung cepat. Namun karena kebijakan negara memprioritaskan ekonomi, dan untuk itu hak-hak rakyat banyak dikorbankan.

• Pada akhirnya, masyarakat dunia tidak bisa mentoleransi lagi terhadap Indonesia, dan kampanye pemboikotan terhadap produk Indonesia dilancarkan di seluruh dunia.


Kawah BergolakKawah BergolakKawah BergolakKawah Bergolak

• Keadaan Indonesia yang tak pernah reda sejak runtuhnya Orde Baru. Masyarakat terbuka merangsang perdebatan tidak ada• Masyarakat terbuka merangsang perdebatan tidak ada hentinya di kalangan masyarakat.

• Waktu dan energi hanya digunakan untuk berdebat dan mengatasi pergolakan politik Padahal tekanan kemiskinanmengatasi pergolakan politik. Padahal tekanan kemiskinan akibat krisis ekonomi perlu mendapat penyelesaian segera.

• Untuk mengatasi masalah kemiskinan ini sesegera mungkin, maka pemerintah melakukan intervensi yang g , p y gtinggi demi menyelamatkan masyarakat miskin, akibatnya pengurasan sumber daya alam tak terkendali sama sekali.

• Indonesia bagaikan kawah yang bergolak. Setiap waktu bi l t d k d k I d ibisa meletus dan memporakporandakan Indonesia.


Fajar Menyingsing Kabut Mulai TersibakFajar Menyingsing Kabut Mulai TersibakFajar Menyingsing, Kabut Mulai TersibakFajar Menyingsing, Kabut Mulai Tersibak

• Masyarakat dan pemerintah konsisten dan sabar untukMasyarakat dan pemerintah konsisten dan sabar untuk membangun masyarakat terbuka, yang mendorong makin kuatnya peranan masyarakat dan makin berkurangnya kekuasaan pemerintah.

• Ketidaksabaran memang terus menggoda dan korban benar-benar berjatuhan. Berkali-kali masyarakat dan pemerintah tergoda untuk mengurangi keterbukaan masyarakat, tapi niat itu dikalahkan dengan ketakutan makin terancamnyaitu dikalahkan dengan ketakutan makin terancamnya kemanusiaan dan Indonesia.

• Di bidang ekonomi, pemerintah mengurangi intervensinya, kecuali beraskecuali beras.

• Konflik-konflik horisontal yang terjadi di awal pemerintahan Gus Dur membuat orang makin takut terhadap perpecahan. Jika Indonesia pecah, maka nusantara akan kembali seperti p , psebelum dijajah Belanda.

• Perang antar negara baru tak akan terelakkan. Ketakutan perang antar negara -pecahan Indonesia- inilah yang

j dik k t t t j k t I d i


menjadikan masyarakat tetap menjaga kesatuan Indonesia.

Contoh: Indonesia 2025Visi Indonesia 2025

Menjadi bangsa yang unggul dengan tetap mempertahankan jati diri dan identitas nasional di lingkungan global pada tahun 2025

Indonesia1Visi Indonesia 2025

Nusantara Jaya

Bangsa dan negara yang

Menempatkan Indonesia sebagai negara yang mempunyai standar hidup dan daya saing di atas rata-rata dunia di tahun 2025

Pemerintah2g g g p

Sengsara

Bangsa dan negara yang unggul dan menjadi pemain utama di lingkungan global

SengsaraBangsa dan negara yang tetap miskin dan tertatih-

tatih di era globalisasiSkenario 3

KebijakanNasional

PraharaBangsa dan negara yang

gagal dan terjungkal di Skenario 1

Skenario 2

tahun 2025

2025


Daftar PustakaDaftar Pustaka'Eisy, Muhammad Ridlo (2000) Pertemuan Puncak - Dialog RegionalEisy, Muhammad Ridlo (2000) Pertemuan Puncak Dialog Regional

Jawa Barat Menyusun Skenario Indonesia Masa Depan Pandangan dari Jawa Barat : Skenario Indonesia 2010, http://www.geocities.com/ind2010/serta.htm

LINGREN Mats and Hans Bandhold 2003 “Scenario Planning theLINGREN, Mats and Hans Bandhold, 2003, Scenario Planning, the Link between Future and Strategy”, New York: Palgrave MacMillan

Hermana, Budi (2007) “Peran BI Menuju Indonesia 2025: Prahara, ( ) jSengsara, atau Nusantara Jaya?”, Universitas Gunadarma

RINGLAND, Gill, 2006.Scenario Planning, West Sussex: John Willey & Sons Ltd

“What is Scenario Planning?” http://www 12manage com/What is Scenario Planning? , http://www.12manage.com/ methods_scenario_planning.html

World Economic Forum (2006) World Scenario Series, China and the World: Scenarios to 2025, www.weforum.org

World Economic Forum (2006) World Scenario Series, India and the World: Scenarios to 2025, www.weforum.org


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