Scenario-planning in strategic decision-making: requirements, benefits and inhibitors

Abstract

PURPOSE : The purpose of this paper is to explore the corporate requirements, benefits and inhibitors of scenario planning in strategic decision-making. DESIGN/METHODOLOGY/APPROACH : This paper is based on a sample of 15 case studies with executives in the South African context to reveal the perceived corporate requirements, benefits and inhibitors of scenario-planning. FINDINGS : From the cases, it is evident that industry-, organizational- and leadership-related factors enable or inhibit scenario planning. Requirements, benefits and inhibitors are revealed in strategic decision-making. RESEARCH LIMITATIONS/IMPLICATIONS : Further research to determine supportive tools and technologies for enabling scenario-planning across multiple contexts is needed. PRACTICAL IMPLICATIONS : This paper expands insights into the requirements, benefits and inhibitors of scenario-planning in strategic decision-making. ORIGINALITY/VALUE : Given the increasing complexity of the business environment, a framework of scenario-thinking is presented and recommend greater emphasis on developing strategic decision-making competence, changed mindsets and organizational agility.