Académique Documents
Professionnel Documents
Culture Documents
16 - 18 June 2009
The Prince Hotel, Kuala Lumpur
The Malaysian economy is relatively young in comparison to those of developed nations. Hence it would be a
minor setback every time a business is damaged due to the lack of planning. Unplanned events can have dev-
astating impact on any business and if the situation continues to stretch longer this would certainly leads to
greater loss for the organisation. However with a proper business and financial analysis, each organization could
take a step to minimize the potential impact of a disaster and ideally prevent it happening in the first place.
As you progress through a rich learning experience that incorporates case studies, and group
discussions, you will discover how to link strategy to scorecards, systems, structure, and governance,
and in turn, create essential business process management and control systems for your organization.
Strategic tools for mitigating risk: envisioning new possibilities for managing
change, uncertainty and opportunity
More than ever, business initiatives today have to be designed and delivered in an
environment of change, uncertainty and opportunity. What are needed are fresh approaches to
stimulate “out of the box” thinking, exploit valuable concepts, and overcome outdated thinking.
In essence, scenario planning is the art of thinking the unthinkable. “What could bite us?” “Are we
missing the bigger opportunity?” A good scenario describes what it’s like to deal with driving forces, and
call upon the organisation to dig deeper, work with scarce resources, make difficult decisions, and take
action despite risks. The prospect is for better strategic decisions, more innovation, and industry leadership.
This one-day Scenario Planning Programme opens up a range of new possibilities for you and your organisation.
Day 1
Session 1
Understanding Scenario Planning and its benefits
• Overview of Scenario Planning:What is it? Why is it used?
• How Scenario Planning makes a difference
• Where Scenario Planning used is used – strategic planning, enterprise risk management, business continuity planning, new
product and service development, organisation development, major projects, capital investments, M&A
• Practical insights from the history of Scenario Planning
• General Electric Case Study on applying scenario planning in business strategy
Session 2
Mastering the logic of Scenario Planning - how the process works in practice
• How do we identify the key issues for the future, and what effect will they have on your organisation?
• Comparing the differences between forecasting and scenario planning
• Why do organizations struggle to anticipate and respond to disruptive change?
• Using scenarios to overcome the blockers to effective decision making
• The major phases of a scenario planning initiative
• Royal Dutch Shell Case Study on applying the concepts
• Discussion on Case Study
Session 3
The foundation building blocks of scenarios
• Deciding on the major focal issue which the Scenarios must address
• Identifying the key Frames of Reference - how we look at the world
• What are the most useful Frames of Reference for scenario thinking?
• Uncovering the implicit assumptions that underpin, business objectives, strategies and plans
• Exploring conflicts and dilemmas which reveal how the future might play out in a different direction; “overload explanations”
of social and business change; disruptive technological and business innovations
• Case Study on IBM and the PC market
• Breakout session on scenario building blocks
• Discussion from breakout session
Session 4
Identifying the key drivers of change to populate the scenarios
• Distinguishing between the pre-determined elements and the critical uncertainties
• Identifying expected trends which are unlikely to vary significantly in any of the scenarios
• Identifying which issues are most uncertain, and are likely to define the future scenario possibilities
• Checklists of drivers: social, technological, economic and financial, market, environmental, regulatory, political, competitive,
and organisational
• Using voting mechanisms to identify the most important and the most uncertain drivers of change
Session 5
Building the scenarios – crafting compelling scenarios
• Generating the scenario “logics” using deductive, inductive, normative and incremental methods
• Identifying the “wild card” scenarios
• Survey of story templates to design scenarios
• Composing your Scenario narratives; distinguishing the realistic from the impossible
• Describing the scenario dynamics
• Case Studies in scenario narratives
Session 6
Break-out session - Postcards from the Future - You receive a postcard dated from a distant time in the future
• Explain what this is all about: Why did this happen? What were the conditions that led to this outcome?
• How are the stakeholders in your industry affected?
• What does this mean for your organisation’s customers and markets?
• Are there other implications for your organisation?
Session 7
Plenary session – the keys to crafting scenarios that are plausible yet surprising
• Summary of the key factors for conducting reconnaissance into the future - scenario thinking and scenario production
• Building an anticipatory mindset and culture
• Discussion and wrap-up
Day 2
Session 1
Translating scenarios into strategic advantage - using the scenarios to develop robust business and organiza-
tional strategies
• Strategy as active waiting
• Exploring the implications of the scenarios
• Checklist of key questions to analyse scenarios
• Identifying early-warning indicators for future tracking
Session 2
From scenarios to strategy - designing the portfolio of initiatives to deal with the range of scenarios
• What is the potential scope of initiatives to consider?
• The role of financial capital versus organisational capital in strategic initiatives
• Designing initiatives to increase speed and flexibility, launch new products and processes, enter new markets, as well as
corporate-wide efforts to improve governance, risk management, innovation and business development
• Value creation in unpredictable markets - “big bets” versus “real options” versus “no regrets” moves
• Managing the opportunity portfolio: timing initiatives over different time frames (short term, medium term and long term)
Session 3
Case Study: Using scenarios to anticipate the future pandemic risk environment and designing a response strat-
egy to tackle the full menu of uncertainties
• Identifying the driving forces shaping the disruption, and uncovering the risks and uncertainties impacting the success in
dealing with a pandemic
• Developing and exploring pandemic scenarios
• Formulating the portfolio of initiatives for effective pandemic emergency response using these scenarios
• Breakout session on using scenarios
• Discussion from breakout session
Session 4
Advanced material on Scenario Planning
• What issues are emerging in areas such as economics and finance, science and philosophy, the environment, politics, and
society that will change the shape of our world?
• What can we do to ensure we are prepared to meet these challenges?
• Developing organisational mechanisms to deal with disruptive change
• Shaping the wider policy agenda
• Case Studies: companies that stumble in the face of disruptive change versus companies that succeed – General Motors,
Kodak, and Microsoft
Session 5
Designing a successful Scenario Planning Project
• Building the commitment and support of management by involving them in the scenario process
• Building blocks, activities and schedule – preparation, workshops, scenario production and application, outcomes
• Preparing the groundwork including interviews with key participants both internal and external to the organization, and
information gathering
• Drafting the Pre-Workshop Questionnaire for Planning Scenarios – key questions to ask stakeholders
• Achieving the right balance between process and content
• Key deliverables from each phase of the Scenario Project
Session 6
Breakout session - Planning your own Scenario Planning Project for your organisation
• Identifying the focal issue and deliverables for the project
• Involving management at key steps in the process
• Adapting the scenario approach to suit your organisation’s culture and mind-set; selecting the right participants
• Planning the logistics – invitations, venue, timing
• Action Plan moving forward
• Teams report back
Session 7
Plenary session and Wrap-up – key factors for successful Scenario Planning
• Shifting mindsets from predict, plan, and control to observe, anticipate and respond
• Summary of insights on building and using scenarios
• Keys to securing top management support and buy-in
• Building your leadership capacity in an unpredictable world.
Jay Horton
MEc (Australian National University),
B.E. (Hons) (James Cook University),
Fellow of the Australian Institute of Company Directors
Jay is the Founder and Managing Director of Strategis Partners, a Sydney-based consultancy
advising corporations and Governments on strategic and organisational futures. For over 20
years, jay has been a strategic adviser to multinational firms in the region including BHP-
Billiton, BMA Coal, Coca Cola Amatil Indonesia, Elgas, Hydro Tasmania, Medco Energi, MMC
Corporation Berhad, MTR Corporation of Hong Kong, Rio Tinto and Singapore International
Airlines.After finishing a Bachelor of Systems Engineering, he joined Australian Volunteers
Abroad and worked in Malaysia for two years. From there he joined the Australian Public
Service in Canberra in the Department of Resources and Energy. Following completion of a Master of Economics from
Australian National University, he commenced his career in management consulting with McKinsey & Company. Since
then he has advised client organizations in Australia, Canada, China, Hong Kong, Indonesia, Japan, Malaysia and
Singapore in Government Agencies and a wide range of industries including Consumer and Industrial Products, Energy
& Mining, Financial Services, Transport & Logistics).In 1999 he entered the Partnership of PricewaterhouseCoopers
for five years, after PwC acquired the management consultancy which he founded in 1990. He led the establishment
of PwC’s Applied Decision Analysis Practice in the Asia Pacific Region. Jay now works with clients to help leaders and
their organizations foster innovation, and make better decisions in the face of risk and opportunity. Across Asia and
in Australia, Jay has facilitated scenario planning initiatives to:
• Develop organizational resilience to deal with the next Pandemic
• Prepare young executives for future leadership roles in global corporations
• Explore the future of info-comms technology in corporations and Government
• Map future customer and market scenarios for Hong Kong in 2020, and to
• Develop scenarios on the future of industries including automotive, building products, energy, mining and wealth
management.
Previous testimonials
“The course really energized me and I came away with new ideas and positive approaches to apply in my work.”
– Mongkhol Pojpongsan, Strategic Planning Department, Ratchaburi Electricity Generating Holding PCL, Thailand.
“This is an excellent program. I have recommended this Program to the Human Resources Department to send
other senior officers.”
– Usanee Wiwatchiwong, Corporate Strategic Planning, Banpu Public Company Limited, Thailand
“Overall quality of the programme is excellent. I would recommend this to my colleagues and peers.”
– Matthias Getz, 3M, Singapore
“A fine presentation of strategic scenario concepts.”
– Pat Cullen, Unisys, Wellington New Zealand
“A very good, interactive workshop program.”
– Elain Seah, a-connect, Hong Kong
“By far the most informative course on scenario planning that I’ve attended in the last few years. Great elucida-
tion of differences between scenario planning and conventional planning approaches.”
- Marcel Pordes, Retail Concepts Asia, Hong Kong
"Very informative, technical and conducted professionally"
- Petronas Carigali Sdn Bhd
18th June
CONFERENCE TOPICS
8.30 am Registration
8.45 am Opening
Gunawan Husin
Head of Business Continuity Management (Global Banking & Markets, Southeast Asia)
The Royal Bank of Scotland
11.15 – 12.15 am
12.15 – 1.15pm
Anne Abraham*
Country Manager
Cisco Malaysia
2.15 – 3.15
Ruben Gnagalingam*
Executive Director of Westport Bhd