Petrochemical and liquid fuels company
During initial interviews the key external dynamics were identified. These dynamics determined the focus of the scenarios. The internal dynamics were documented and used for an organisation diagnosis.
An internal strategy team then executed the scenario building by using specific techniques such as systems thinking, a driving forces matrix and story maps etc. Contributions from external experts and others who can question the thinking focussed on areas of intensive learning and assisted in challenging current assumptions.
Scenario writers and illustrators widened the reach of the finished scenario workbook in the organisation. We then assisted in embedding scenario thinking in the leadership and decision-processes.
The top executives personally sponsored the scenario development and communication in the organisation. The scenarios were used to test key strategic decisions for robustness and develop and test options for strategies.
The internal dynamics were used to identify any capacity limitation the organisation leadership might have in the future both organisationally and personally, and proposed specific action to remedy these challenges.
