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Scenario Planning and Contingency Planning
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Scenario planning is a technique used to learn about the future by understanding the nature and impact of the most uncertain and important driving forces affecting our future, so you can be prepared to succeed in a changing world. Read more.
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Scenario Planning and Contingency Planning
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(Real) option thinking and scenarios
By Paul de Ruijter and Nico Janssen
How do scenarios relate to options thinking. With options the authors mean options as in optional or in "which path to choose" and not financial options. Case study included
(Added: 22-Mar-2005 Hits: 396)
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JUSTIFYING THE CONTINGENCY PLAN
By John Watkins
For any CEO or CFO who thinks contingency planning is a waste of money, two incidents clearly point out the necessity of a well thought out recovery plan: the August 13, 1990 Wall Street blackout and the April 13, 1992 downtown Chicago flood. In the Wall Street outage 28 firms relocated to hotsites, and in the Chicago flood that number was still higher: 33 firms.
(Added: 22-Mar-2006 Hits: 305)
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Send In The Chief Risk Officer
By Sandra Pundmann and Bill Kobel
Stay out of jail. Stay off the 6 o'clock news. Maintain your customers' trust. Continue to reward your shareholders. While these may not be the sexiest business goals and not what most executives state publicly, they're at the root of why many companies are designing strong risk-management programs. Most businesses want to minimize their liability and related management costs, and are betting that a good enterprise risk-management plan, integrated with a chief risk officer (CRO), will make that happen
(Added: 20-Jun-2005 Hits: 348)
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The Difficulties of Thinking Ahead - Doing scenario planning requires some scenario planning of its own
By Kris Frieswick
Scenario planning is an especially important tool for CFOs, who can use it as an early-warning system to reduce resources in anticipation of tough times or to staff up to take advantage of pending opportunities. "It allows you to understand potential risks, such as discontinuities that could dramatically affect earnings," says Rick Eno, vice president in the global management consulting practice at Arthur D. Little in Cambridge, Massachusetts. The key, he says, is to identify "signposts" for each scenario: events or metrics that signal when a scenario is unfolding, such as a drop in the rate of adoption of a new technology or numerous debt defaults within a specific industry.
(Added: 1-Jun-2005 Hits: 519)
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