https://www.scenariothinking.org/api.php?action=feedcontributions&user=132.229.137.111&feedformat=atomScenarioThinking - User contributions [en]2024-03-28T22:33:29ZUser contributionsMediaWiki 1.37.0https://www.scenariothinking.org/index.php?title=LIACS_2005_Class_Groups&diff=2309LIACS 2005 Class Groups2005-03-11T15:35:28Z<p>132.229.137.111: </p>
<hr />
<div>Add the names of each person in the group below the group<br />
<br />
The Future of WiFi Group<br />
<br />
<br />
The Future of GRID computing Group<br />
<br />
<br />
The Future of the Global Village in 2020 Group<br />
<br />
<br />
The Future of Software Development Group<br />
<br />
<br />
The Future of the Internet in China Group<br />
<br />
<br />
The Future of Console Based Games Group<br />
<br />
<br />
OpenScenario Wiki Gods:<br />
please add your name and e-mail address</div>132.229.137.111https://www.scenariothinking.org/index.php?title=Scenario_Thinking_Portal&diff=2486Scenario Thinking Portal2005-03-11T14:34:43Z<p>132.229.137.111: </p>
<hr />
<div>==Portal Addition Format==<br />
[http://externallink.com external link] Short bit of text explaining the information in the link<br />
<br />
<br />
<br />
==News Sources==<br />
<br />
==Scenario Processes==<br />
This section contains links to example scenario processes:<br />
<br />
==Scenario Thinking==<br />
This section contains links to resources on the process of scenario thinking:</div>132.229.137.111https://www.scenariothinking.org/index.php?title=Scenario_Thinking_Portal&diff=2254Scenario Thinking Portal2005-03-11T14:34:00Z<p>132.229.137.111: </p>
<hr />
<div>==Portal Addition Format==<br />
[http://externallink.com external link] Short bit of text explaining the information in the link<br />
<br />
==News Sources==<br />
<br />
==Scenario Processes==<br />
This section contains links to scenario processes<br />
<br />
==Scenario Thinking==<br />
This section contains links to resources on the process of scenario thinking</div>132.229.137.111https://www.scenariothinking.org/index.php?title=Societal_Driving_Forces&diff=2444Societal Driving Forces2005-03-11T14:27:01Z<p>132.229.137.111: </p>
<hr />
<div>[[Urbanization and Social Status]]<br />
<br />
[[Digital Literacy]]<br />
<br />
[[Growing privacy and security concerns]]<br />
<br />
[[My job is not the only thing in my life ANYMORE!!!!]]<br />
<br />
[[Access of Technology and IT applications in Developing countries]]<br />
<br />
[[Change of personal traits]]<br />
<br />
[[Aging population]]<br />
<br />
[[The Globalization of Culture (or Cultural Globalization)]]<br />
<br />
[[Worldwide and higher lifelong education]]<br />
<br />
[[Pornography]]<br />
<br />
[[Medium for Dissidence]]<br />
<br />
[[Need for Information On Demand]]<br />
<br />
[[Consumer health informatics in the information age]]<br />
<br />
[[Future Value of an MBA]]<br />
<br />
[[Religion]]<br />
<br />
[[Buying preferences]]<br />
<br />
[[Segmentation]]<br />
<br />
[http://scenariothinking.org/wiki/index.php/Driving_Forces?PHPSESSID=f452a4c7c27325dcd9f66460440d3a55 >>Back>>]</div>132.229.137.111https://www.scenariothinking.org/index.php?title=Societal_Driving_Forces&diff=2253Societal Driving Forces2005-03-11T14:26:37Z<p>132.229.137.111: </p>
<hr />
<div>[[Urbanization and Social Status]]<br />
<br />
[[Digital Literacy]]<br />
<br />
[[Growing privacy and security concerns]]<br />
<br />
[[My job is not the only thing in my life ANYMORE!!!!]]<br />
<br />
[[Access of Technology and IT applications in Developing countries]]<br />
<br />
[[Change of personal traits]]<br />
<br />
[[Aging population]]<br />
<br />
[[The Globalization of Culture (or Cultural Globalization)]]<br />
<br />
[[Worldwide and higher lifelong education]]<br />
<br />
[[Pornography]]<br />
<br />
[[Medium for Dissidence]]<br />
<br />
[[Need for Information On Demand]]<br />
<br />
[[Consumer health informatics in the information age]]<br />
<br />
[[Future Value of an MBA]]-<br />
<br />
[[Religion]]-Tom Wang<br />
<br />
[[Buying preferences]]<br />
<br />
[[Segmentation]] - Ricardo Terukina<br />
<br />
[http://scenariothinking.org/wiki/index.php/Driving_Forces?PHPSESSID=f452a4c7c27325dcd9f66460440d3a55 >>Back>>]</div>132.229.137.111https://www.scenariothinking.org/index.php?title=Economic_Driving_Forces&diff=2441Economic Driving Forces2005-03-11T14:25:54Z<p>132.229.137.111: </p>
<hr />
<div>[[E-commerce in developing countries]]<br />
<br />
[[Digital Literacy]]<br />
<br />
[[Internal consumption in US]]<br />
<br />
[[Economic Growth in China]] <br />
<br />
[[Crisis of the capitalism]]<br />
<br />
[[Information Markets & Gambling]]<br />
<br />
[[Energy crisis in Asia]]<br />
<br />
[[Online Gaming Business]]<br />
<br />
[[Competitiveness through innovation in the technology industry]]<br />
<br />
[[UK House Prices]]<br />
<br />
[[Open Source]]<br />
<br />
[[Global Labour Market]]<br />
<br />
[[Oil price]]<br />
<br />
[[Increase of IPO activity in US stock exchange market]]<br />
<br />
[http://scenariothinking.org/wiki/index.php/Driving_Forces?PHPSESSID=f452a4c7c27325dcd9f66460440d3a55 >>Back>>]</div>132.229.137.111https://www.scenariothinking.org/index.php?title=Political_Driving_Forces&diff=2360Political Driving Forces2005-03-11T14:25:16Z<p>132.229.137.111: </p>
<hr />
<div>[[Proliferation of nuclear weapons]]<br />
<br />
[[US Military Spending]] <br />
<br />
[[Military Spending]]<br />
<br />
[[Electronic Government]]<br />
<br />
[[Economic Growth in China]] <br />
<br />
[[Control of the Internet]]<br />
<br />
[[Global Terrorism]]<br />
<br />
[[Terrorism]]<br />
<br />
[[Tighter corporate governance standards]]<br />
<br />
[[Global Labour Market]]<br />
<br />
[[The Effects of Religious and/or Political Fundamentalism on the Internet]]<br />
<br />
[http://scenariothinking.org/wiki/index.php/Driving_Forces?PHPSESSID=f452a4c7c27325dcd9f66460440d3a55 >>Back>>]</div>132.229.137.111https://www.scenariothinking.org/index.php?title=LIACS_ICT_in_Business_2005&diff=2311LIACS ICT in Business 20052005-03-11T14:24:39Z<p>132.229.137.111: /* Resources */</p>
<hr />
<div>[[LIACS 2005 Class Process]] explains the class process<br />
<br />
[[LIACS 2005 Class Groups]]<br />
Please add your names under each group<br />
<br />
==Resources==<br />
[[Driving Forces]]<br><br />
[[Scenario Thinking Portal]]<br />
<br />
==Scenarios==<br />
In the class we are developing the following scenarios:<br />
<br />
[[The Future of WiFi]]<br><br />
Group: Insert Explanation summary paragraph here!<br />
<br />
[[The Future of GRID computing]]<br><br />
Group: Insert Explanation summary paragraph here!<br />
<br />
[[The Future of the Global Village in 2020]]<br><br />
Group: Insert Explanation summary paragraph here!<br />
<br />
[[The Future of Software Development]]<br><br />
Group: Insert Explanation summary paragraph here!<br />
<br />
[[The Future of the Internet in China]]<br><br />
Group: Insert Explanation summary paragraph here!<br />
<br />
[[The Future of Console Based Games]]<br><br />
Group: Insert Explanation summary paragraph here!</div>132.229.137.111https://www.scenariothinking.org/index.php?title=LIACS_ICT_in_Business_2005&diff=2249LIACS ICT in Business 20052005-03-11T14:24:24Z<p>132.229.137.111: </p>
<hr />
<div>[[LIACS 2005 Class Process]] explains the class process<br />
<br />
[[LIACS 2005 Class Groups]]<br />
Please add your names under each group<br />
<br />
==Resources==<br />
[[Driving Forces]]<br />
[[Scenario Thinking Portal]]<br />
<br />
==Scenarios==<br />
In the class we are developing the following scenarios:<br />
<br />
[[The Future of WiFi]]<br><br />
Group: Insert Explanation summary paragraph here!<br />
<br />
[[The Future of GRID computing]]<br><br />
Group: Insert Explanation summary paragraph here!<br />
<br />
[[The Future of the Global Village in 2020]]<br><br />
Group: Insert Explanation summary paragraph here!<br />
<br />
[[The Future of Software Development]]<br><br />
Group: Insert Explanation summary paragraph here!<br />
<br />
[[The Future of the Internet in China]]<br><br />
Group: Insert Explanation summary paragraph here!<br />
<br />
[[The Future of Console Based Games]]<br><br />
Group: Insert Explanation summary paragraph here!</div>132.229.137.111https://www.scenariothinking.org/index.php?title=LIACS_ICT_in_Business_2005&diff=2248LIACS ICT in Business 20052005-03-11T14:22:31Z<p>132.229.137.111: </p>
<hr />
<div>[[LIACS 2005 Class Process]] explains the class process<br />
<br />
[[LIACS 2005 Class Groups]]<br />
Please add your names under each group<br />
<br />
==Scenarios==<br />
In the class we are developing the following scenarios:<br />
<br />
[[The Future of WiFi]]<br><br />
Group: Insert Explanation summary paragraph here!<br />
<br />
[[The Future of GRID computing]]<br><br />
Group: Insert Explanation summary paragraph here!<br />
<br />
[[The Future of the Global Village in 2020]]<br><br />
Group: Insert Explanation summary paragraph here!<br />
<br />
[[The Future of Software Development]]<br><br />
Group: Insert Explanation summary paragraph here!<br />
<br />
[[The Future of the Internet in China]]<br><br />
Group: Insert Explanation summary paragraph here!<br />
<br />
[[The Future of Console Based Games]]<br><br />
Group: Insert Explanation summary paragraph here!</div>132.229.137.111https://www.scenariothinking.org/index.php?title=LIACS_2005_Class_Groups&diff=2265LIACS 2005 Class Groups2005-03-11T14:21:51Z<p>132.229.137.111: </p>
<hr />
<div>Add the names of each person in the group below the group<br />
<br />
The Future of WiFi Group<br />
<br />
<br />
The Future of GRID computing Group<br />
<br />
<br />
The Future of the Global Village in 2020 Group<br />
<br />
<br />
The Future of Software Development Group<br />
<br />
<br />
The Future of the Internet in China Group<br />
<br />
<br />
The Future of Console Based Games Group</div>132.229.137.111https://www.scenariothinking.org/index.php?title=LIACS_ICT_in_Business_2005&diff=2247LIACS ICT in Business 20052005-03-11T14:20:31Z<p>132.229.137.111: </p>
<hr />
<div>[[LIACS 2005 Class Process]] explains the class process<br />
<br />
[[LIACS 2005 Class Groups]]<br />
Please add your names under each group<br />
<br />
==Scenarios==<br />
In the class we are developing the following scenarios:<br />
<br />
[[The Future of WiFi]]<br />
Group: Insert Explanation summary paragraph here!<br />
<br />
[[The Future of GRID computing]]<br />
Group: Insert Explanation summary paragraph here!<br />
<br />
[[The Future of the Global Village in 2020]]<br />
Group: Insert Explanation summary paragraph here!<br />
<br />
[[The Future of Software Development]]<br />
Group: Insert Explanation summary paragraph here!<br />
<br />
[[The Future of the Internet in China]]<br />
Group: Insert Explanation summary paragraph here!<br />
<br />
[[The Future of Console Based Games]]<br />
Group: Insert Explanation summary paragraph here!</div>132.229.137.111https://www.scenariothinking.org/index.php?title=LIACS_ICT_in_Business_2005&diff=2246LIACS ICT in Business 20052005-03-11T14:19:02Z<p>132.229.137.111: </p>
<hr />
<div>[[LIACS 2005 Class Process]]<br />
<br />
[[LIACS 2005 Class Groups]]<br />
<br />
==Scenarios==<br />
In the class we are developing the following scenarios:<br />
<br />
[[The Future of WiFi]]<br />
Group: Insert Explanation summary paragraph here!<br />
<br />
[[The Future of GRID computing]]<br />
Group: Insert Explanation summary paragraph here!<br />
<br />
[[The Future of the Global Village in 2020]]<br />
Group: Insert Explanation summary paragraph here!<br />
<br />
[[The Future of Software Development]]<br />
Group: Insert Explanation summary paragraph here!<br />
<br />
[[The Future of the Internet in China]]<br />
Group: Insert Explanation summary paragraph here!<br />
<br />
[[The Future of Console Based Games]]<br />
Group: Insert Explanation summary paragraph here!</div>132.229.137.111https://www.scenariothinking.org/index.php?title=LIACS_2005_Class_Process&diff=12752LIACS 2005 Class Process2005-03-11T14:11:58Z<p>132.229.137.111: </p>
<hr />
<div>=Class Process=<br />
==Block 1 Introduction to Scenario Thinking==<br />
In this block the course participants are introduced to the historical background and theory of scenario thinking. Different scenario methodologies are introduced. In the workshop part of the process a practical strategic dilemma (from a participant’s organisation) is chosen and preliminary scenarios are developed. Representatives from industry are invited to show how scenarios have been used to transform (or not) strategic thinking in their organisations.<br />
<br />
<br />
Session 1 (Content)<br />
Introduction<br />
Strategies for Dealing with Complexity<br />
Scenario Thinking<br />
- A creative process<br />
- A multidisciplinary process<br />
- An exploratory process<br />
- A process with results<br />
- An ongoing process<br />
Scenario thinking in practice<br />
<br />
<br />
Session 2 (Workshop)<br />
· Defining the Focal Issue<br />
· Finding Driving Forces<br />
· Deciding on Uncertainty/ Pre-determinants<br />
· Building First generation Scenarios<br />
<br />
==Block 2 Introduction to Systems Thinking==<br />
Systemic thinking, developed to explain ecosystems in 1950s, is an essential part of the scenario thinkers knapsack. This block introduces systems thinking, the underlying concepts of business simulation and the practice of creating systems models of the scenario space. Several stories are used to demonstrate the awareness of systems thinking and how they can be used in the construction of scenarios. The policy failure of Ronald Reagan’s “War on Drugs” during the 1980s is modelled using systems thinking. During the workshop session the participants will develop systems models for their scenario focal issue.<br />
<br />
<br />
Session 3 (Content)<br />
Introduction to business simulation<br />
Introduction systems thinking<br />
Causal Modelling of complex situations<br />
Systems case:<br />
Ronald Reagan’s War on Drugs<br />
<br />
<br />
Session 4 (Workshop)<br />
Systems and Assumptions<br />
Building systemic diagrams<br />
<br />
==Block 3 Building the final scenarios and tie in to organizational strategy==<br />
<br />
This block explores the tie from scenarios to strategy. Scenarios are a communication processes and work within an organisation the scenario stories must capture the imagination of the people in the organisation. This block develops the scenarios from systems diagrams to stories, exploring what narrative structures and modes of representation work and fail. The different modes of developing strategy from scenarios and their successes and failures are critically evaluated.<br />
<br />
<br />
Session 5 (Content & Workshop)<br />
Content:<br />
Narrative Structures<br />
Storytelling as a method of changing the organisational language<br />
<br />
<br />
Workshop<br />
Deepening the scenario stories<br />
Finalising the scenarios<br />
<br />
Session 6 (Content & Presentation)<br />
<br />
Scenarios to strategy<br />
Scenario and strategy mapping the organisational context<br />
Scenario Process Comparisons<br />
Real options theory and the scenario approach<br />
Learning from Scenarios<br />
Case Vodafone Scenarios<br />
European ICT scenario thinking case<br />
<br />
<br />
</div>132.229.137.111https://www.scenariothinking.org/index.php?title=LIACS_ICT_in_Business_2005&diff=2245LIACS ICT in Business 20052005-03-11T14:11:42Z<p>132.229.137.111: </p>
<hr />
<div>[[LIACS 2005 Class Process]]<br />
<br />
[[LIACS 2005 Class Groups]]</div>132.229.137.111https://www.scenariothinking.org/index.php?title=LIACS_ICT_in_Business_2005&diff=2244LIACS ICT in Business 20052005-03-11T14:10:41Z<p>132.229.137.111: /* Block 1 Introduction to Scenario Thinking */</p>
<hr />
<div>=Class Process=<br />
==Block 1 Introduction to Scenario Thinking==<br />
In this block the course participants are introduced to the historical background and theory of scenario thinking. Different scenario methodologies are introduced. In the workshop part of the process a practical strategic dilemma (from a participant’s organisation) is chosen and preliminary scenarios are developed. Representatives from industry are invited to show how scenarios have been used to transform (or not) strategic thinking in their organisations.<br />
<br />
<br />
Session 1 (Content)<br />
Introduction<br />
Strategies for Dealing with Complexity<br />
Scenario Thinking<br />
- A creative process<br />
- A multidisciplinary process<br />
- An exploratory process<br />
- A process with results<br />
- An ongoing process<br />
Scenario thinking in practice<br />
<br />
<br />
Session 2 (Workshop)<br />
· Defining the Focal Issue<br />
· Finding Driving Forces<br />
· Deciding on Uncertainty/ Pre-determinants<br />
· Building First generation Scenarios<br />
<br />
==Block 2 Introduction to Systems Thinking==<br />
Systemic thinking, developed to explain ecosystems in 1950s, is an essential part of the scenario thinkers knapsack. This block introduces systems thinking, the underlying concepts of business simulation and the practice of creating systems models of the scenario space. Several stories are used to demonstrate the awareness of systems thinking and how they can be used in the construction of scenarios. The policy failure of Ronald Reagan’s “War on Drugs” during the 1980s is modelled using systems thinking. During the workshop session the participants will develop systems models for their scenario focal issue.<br />
<br />
<br />
Session 3 (Content)<br />
Introduction to business simulation<br />
Introduction systems thinking<br />
Causal Modelling of complex situations<br />
Systems case:<br />
Ronald Reagan’s War on Drugs<br />
<br />
<br />
Session 4 (Workshop)<br />
Systems and Assumptions<br />
Building systemic diagrams<br />
<br />
==Block 3 Building the final scenarios and tie in to organizational strategy==<br />
<br />
This block explores the tie from scenarios to strategy. Scenarios are a communication processes and work within an organisation the scenario stories must capture the imagination of the people in the organisation. This block develops the scenarios from systems diagrams to stories, exploring what narrative structures and modes of representation work and fail. The different modes of developing strategy from scenarios and their successes and failures are critically evaluated.<br />
<br />
<br />
Session 5 (Content & Workshop)<br />
Content:<br />
Narrative Structures<br />
Storytelling as a method of changing the organisational language<br />
<br />
<br />
Workshop<br />
Deepening the scenario stories<br />
Finalising the scenarios<br />
<br />
Session 6 (Content & Presentation)<br />
<br />
Scenarios to strategy<br />
Scenario and strategy mapping the organisational context<br />
Scenario Process Comparisons<br />
Real options theory and the scenario approach<br />
Learning from Scenarios<br />
Case Vodafone Scenarios<br />
European ICT scenario thinking case<br />
<br />
<br />
</div>132.229.137.111https://www.scenariothinking.org/index.php?title=LIACS_ICT_in_Business_2005&diff=2243LIACS ICT in Business 20052005-03-11T14:09:49Z<p>132.229.137.111: </p>
<hr />
<div>=Class Process=<br />
==Block 1 Introduction to Scenario Thinking==<br />
In this block the course participants are introduced to the historical background and theory of scenario thinking. Different scenario methodologies are introduced. In the workshop part of the process a practical strategic dilemma (from a participant’s organisation) is chosen and preliminary scenarios are developed. Representatives from industry are invited to show how scenarios have been used to transform (or not) strategic thinking in their organisations.<br />
<br />
<br />
Session 1 (Content)<br />
· Introduction<br />
· Strategies for Dealing with Complexity<br />
· Scenario Thinking<br />
A creative process<br />
A multidisciplinary process<br />
An exploratory process<br />
A process with results<br />
An ongoing process<br />
· Scenario thinking in practice<br />
<br />
<br />
Session 2 (Workshop)<br />
· Defining the Focal Issue<br />
· Finding Driving Forces<br />
· Deciding on Uncertainty/ Pre-determinants<br />
· Building First generation Scenarios<br />
<br />
<br />
==Block 2 Introduction to Systems Thinking==<br />
Systemic thinking, developed to explain ecosystems in 1950s, is an essential part of the scenario thinkers knapsack. This block introduces systems thinking, the underlying concepts of business simulation and the practice of creating systems models of the scenario space. Several stories are used to demonstrate the awareness of systems thinking and how they can be used in the construction of scenarios. The policy failure of Ronald Reagan’s “War on Drugs” during the 1980s is modelled using systems thinking. During the workshop session the participants will develop systems models for their scenario focal issue.<br />
<br />
<br />
Session 3 (Content)<br />
Introduction to business simulation<br />
Introduction systems thinking<br />
Causal Modelling of complex situations<br />
Systems case:<br />
Ronald Reagan’s War on Drugs<br />
<br />
<br />
Session 4 (Workshop)<br />
Systems and Assumptions<br />
Building systemic diagrams<br />
<br />
==Block 3 Building the final scenarios and tie in to organizational strategy==<br />
<br />
This block explores the tie from scenarios to strategy. Scenarios are a communication processes and work within an organisation the scenario stories must capture the imagination of the people in the organisation. This block develops the scenarios from systems diagrams to stories, exploring what narrative structures and modes of representation work and fail. The different modes of developing strategy from scenarios and their successes and failures are critically evaluated.<br />
<br />
<br />
Session 5 (Content & Workshop)<br />
Content:<br />
Narrative Structures<br />
Storytelling as a method of changing the organisational language<br />
<br />
<br />
Workshop<br />
Deepening the scenario stories<br />
Finalising the scenarios<br />
<br />
Session 6 (Content & Presentation)<br />
<br />
Scenarios to strategy<br />
Scenario and strategy mapping the organisational context<br />
Scenario Process Comparisons<br />
Real options theory and the scenario approach<br />
Learning from Scenarios<br />
Case Vodafone Scenarios<br />
European ICT scenario thinking case<br />
<br />
<br />
</div>132.229.137.111https://www.scenariothinking.org/index.php?title=LIACS_ICT_in_Business_2005&diff=2242LIACS ICT in Business 20052005-03-11T14:05:22Z<p>132.229.137.111: </p>
<hr />
<div>=Class Process=<br />
==Block 1 Introduction to Scenario Thinking==<br />
In this block the course participants are introduced to the historical background and theory of scenario thinking. Different scenario methodologies are introduced. In the workshop part of the process a practical strategic dilemma (from a participant’s organisation) is chosen and preliminary scenarios are developed. Representatives from industry are invited to show how scenarios have been used to transform (or not) strategic thinking in their organisations.<br />
<br />
<br />
Session 1 (Content)<br />
· Introduction<br />
· Strategies for Dealing with Complexity<br />
· Scenario Thinking<br />
A creative process<br />
A multidisciplinary process<br />
An exploratory process<br />
A process with results<br />
An ongoing process<br />
· Scenario thinking in practice<br />
<br />
<br />
Session 2 (Workshop)<br />
· Defining the Focal Issue<br />
· Finding Driving Forces<br />
· Deciding on Uncertainty/ Pre-determinants<br />
· Building First generation Scenarios<br />
<br />
<br />
==Block 2 Introduction to Systems Thinking==<br />
<br />
<br />
Systemic thinking, developed to explain ecosystems in 1950s, is an essential part of the scenario thinkers knapsack. This block introduces systems thinking, the underlying concepts of business simulation and the practice of creating systems models of the scenario space. Several stories are used to demonstrate the awareness of systems thinking and how they can be used in the construction of scenarios. The policy failure of Ronald Reagan’s “War on Drugs” during the 1980s is modelled using systems thinking. During the workshop session the participants will develop systems models for their scenario focal issue.<br />
<br />
<br />
Session 3 (Content)<br />
<br />
<br />
· Introduction to business simulation<br />
<br />
<br />
· Introduction systems thinking<br />
<br />
<br />
· Causal Modelling of complex situations<br />
<br />
<br />
· Systems case:<br />
<br />
<br />
· Ronald Reagan’s War on Drugs<br />
<br />
<br />
Session 4 (Workshop)<br />
<br />
<br />
· Systems and Assumptions<br />
<br />
<br />
· Building systemic diagrams<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
Block 3<br />
<br />
<br />
Building the final scenarios and tie in to organizational strategy<br />
<br />
<br />
This block explores the tie from scenarios to strategy. Scenarios are a communication processes and work within an organisation the scenario stories must capture the imagination of the people in the organisation. This block develops the scenarios from systems diagrams to stories, exploring what narrative structures and modes of representation work and fail.<br />
<br />
<br />
<br />
<br />
<br />
Secondly, with invited participation from industry, strategic processes that result from scenario thinking are explored. The different modes of developing strategy from scenarios and their successes and failures are critically evaluated.<br />
<br />
<br />
Session 5 (Content & Workshop)<br />
<br />
<br />
Content:<br />
<br />
<br />
· Narrative Structures<br />
<br />
<br />
· Storytelling as a method of changing the organisational language<br />
<br />
<br />
Workshop<br />
<br />
<br />
· Deepening the scenario stories<br />
<br />
<br />
· Finalising the scenarios<br />
<br />
<br />
<br />
<br />
<br />
Session 6 (Content & Presentation)<br />
<br />
<br />
Scenarios to strategy<br />
<br />
<br />
· Scenario and strategy mapping the organisational context<br />
<br />
<br />
· Scenario Process Comparisons<br />
<br />
<br />
· Real options theory and the scenario approach<br />
<br />
<br />
· Learning from Scenarios<br />
<br />
<br />
Case Vodafone Scenarios<br />
<br />
<br />
· European ICT scenario thinking case<br />
<br />
<br />
</div>132.229.137.111https://www.scenariothinking.org/index.php?title=LIACS_ICT_in_Business_2005&diff=2241LIACS ICT in Business 20052005-03-11T14:03:34Z<p>132.229.137.111: </p>
<hr />
<div>Block 1<br />
<br />
<br />
Introduction to Scenario Thinking<br />
<br />
<br />
In this block the course participants are introduced to the historical background and theory of scenario thinking. Different scenario methodologies are introduced. In the workshop part of the process a practical strategic dilemma (from a participant’s organisation) is chosen and preliminary scenarios are developed. Representatives from industry are invited to show how scenarios have been used to transform (or not) strategic thinking in their organisations.<br />
<br />
<br />
Session 1 (Content)<br />
<br />
<br />
· Introduction<br />
<br />
<br />
· Strategies for Dealing with Complexity<br />
<br />
<br />
· Scenario Thinking<br />
<br />
<br />
A creative process<br />
<br />
<br />
A multidisciplinary process<br />
<br />
<br />
An exploratory process<br />
<br />
<br />
A process with results<br />
<br />
<br />
An ongoing process<br />
<br />
<br />
· Scenario thinking in practice<br />
<br />
<br />
Session 2 (Workshop)<br />
<br />
<br />
· Defining the Focal Issue<br />
<br />
<br />
· Finding Driving Forces<br />
<br />
<br />
· Deciding on Uncertainty/ Pre-determinants<br />
<br />
<br />
· Building First generation Scenarios<br />
<br />
<br />
Block 2<br />
<br />
<br />
Introduction to Systems Thinking<br />
<br />
<br />
Systemic thinking, developed to explain ecosystems in 1950s, is an essential part of the scenario thinkers knapsack. This block introduces systems thinking, the underlying concepts of business simulation and the practice of creating systems models of the scenario space. Several stories are used to demonstrate the awareness of systems thinking and how they can be used in the construction of scenarios. The policy failure of Ronald Reagan’s “War on Drugs” during the 1980s is modelled using systems thinking. During the workshop session the participants will develop systems models for their scenario focal issue.<br />
<br />
<br />
Session 3 (Content)<br />
<br />
<br />
· Introduction to business simulation<br />
<br />
<br />
· Introduction systems thinking<br />
<br />
<br />
· Causal Modelling of complex situations<br />
<br />
<br />
· Systems case:<br />
<br />
<br />
· Ronald Reagan’s War on Drugs<br />
<br />
<br />
Session 4 (Workshop)<br />
<br />
<br />
· Systems and Assumptions<br />
<br />
<br />
· Building systemic diagrams<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
Block 3<br />
<br />
<br />
Building the final scenarios and tie in to organizational strategy<br />
<br />
<br />
This block explores the tie from scenarios to strategy. Scenarios are a communication processes and work within an organisation the scenario stories must capture the imagination of the people in the organisation. This block develops the scenarios from systems diagrams to stories, exploring what narrative structures and modes of representation work and fail.<br />
<br />
<br />
<br />
<br />
<br />
Secondly, with invited participation from industry, strategic processes that result from scenario thinking are explored. The different modes of developing strategy from scenarios and their successes and failures are critically evaluated.<br />
<br />
<br />
Session 5 (Content & Workshop)<br />
<br />
<br />
Content:<br />
<br />
<br />
· Narrative Structures<br />
<br />
<br />
· Storytelling as a method of changing the organisational language<br />
<br />
<br />
Workshop<br />
<br />
<br />
· Deepening the scenario stories<br />
<br />
<br />
· Finalising the scenarios<br />
<br />
<br />
<br />
<br />
<br />
Session 6 (Content & Presentation)<br />
<br />
<br />
Scenarios to strategy<br />
<br />
<br />
· Scenario and strategy mapping the organisational context<br />
<br />
<br />
· Scenario Process Comparisons<br />
<br />
<br />
· Real options theory and the scenario approach<br />
<br />
<br />
· Learning from Scenarios<br />
<br />
<br />
Case Vodafone Scenarios<br />
<br />
<br />
· European ICT scenario thinking case<br />
<br />
<br />
</div>132.229.137.111https://www.scenariothinking.org/index.php?title=LIACS_ICT_in_Business_2005&diff=2240LIACS ICT in Business 20052005-03-11T13:44:43Z<p>132.229.137.111: </p>
<hr />
<div><div class=Section1><br />
<br />
<h2><span style='font-family:Geneva;font-weight:normal'><i>Block 1<o:p></o:p></i></span></h2><br />
<br />
<h2><span style='font-family:Geneva'>Introduction to Scenario Thinking <o:p></o:p></span></h2><br />
<br />
<p class=BodySingle><span style='font-size:11.0pt;font-family:Geneva'>In this<br />
block the course participants are introduced to the historical background and<br />
theory of scenario thinking.<span style="mso-spacerun: yes">&nbsp;<br />
</span>Different scenario methodologies are introduced.<span<br />
style="mso-spacerun: yes">&nbsp; </span>In the workshop part of the process a<br />
practical strategic dilemma (from a participant’s organisation) is chosen and<br />
preliminary scenarios are developed.<span style="mso-spacerun: yes">&nbsp;<br />
</span>Representatives from industry are invited to show how scenarios have<br />
been used to transform (or not) strategic thinking in their organisations.<o:p></o:p></span></p><br />
<br />
<h3><span lang=NL style='font-family:Geneva'>Session 1 </span><span lang=NL<br />
style='font-family:Geneva;font-weight:normal'>(Content)<o:p></o:p></span></h3><br />
<br />
<p class=MsoNormal style='margin-left:18.0pt;text-indent:-18.0pt;mso-list:l0 level1 lfo1'><![if !supportLists]><span<br />
lang=NL style='font-size:11.0pt;font-family:Symbol'>·<span style='font:7.0pt "Times New Roman"'>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;<br />
</span></span><![endif]><span lang=NL style='font-size:11.0pt;font-family:Geneva'>Introduction<o:p></o:p></span></p><br />
<br />
<p class=MsoNormal style='margin-left:18.0pt;text-indent:-18.0pt;mso-list:l0 level1 lfo1'><![if !supportLists]><span<br />
lang=NL style='font-size:11.0pt;font-family:Symbol'>·<span style='font:7.0pt "Times New Roman"'>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;<br />
</span></span><![endif]><span lang=NL style='font-size:11.0pt;font-family:Geneva'>Strategies<br />
for Dealing with Complexity<o:p></o:p></span></p><br />
<br />
<p class=MsoNormal style='margin-left:18.0pt;text-indent:-18.0pt;mso-list:l0 level1 lfo1'><![if !supportLists]><span<br />
lang=NL style='font-size:11.0pt;font-family:Symbol'>·<span style='font:7.0pt "Times New Roman"'>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;<br />
</span></span><![endif]><span lang=NL style='font-size:11.0pt;font-family:Geneva'>Scenario<br />
Thinking<o:p></o:p></span></p><br />
<br />
<p class=MsoNormal style='margin-left:36.0pt'><span lang=NL style='font-size:<br />
11.0pt;font-family:Geneva'>A creative process<o:p></o:p></span></p><br />
<br />
<p class=MsoNormal style='margin-left:36.0pt'><span lang=NL style='font-size:<br />
11.0pt;font-family:Geneva'>A multidisciplinary process<o:p></o:p></span></p><br />
<br />
<p class=MsoNormal style='margin-left:36.0pt'><span lang=NL style='font-size:<br />
11.0pt;font-family:Geneva'>An exploratory process<o:p></o:p></span></p><br />
<br />
<p class=MsoNormal style='margin-left:36.0pt'><span lang=NL style='font-size:<br />
11.0pt;font-family:Geneva'>A process with results<o:p></o:p></span></p><br />
<br />
<p class=MsoNormal style='margin-left:36.0pt'><span lang=NL style='font-size:<br />
11.0pt;font-family:Geneva'>An ongoing process<o:p></o:p></span></p><br />
<br />
<p class=MsoNormal style='margin-left:18.0pt;text-indent:-18.0pt;mso-list:l1 level1 lfo2;<br />
tab-stops:list 18.0pt'><![if !supportLists]><span lang=NL style='font-family:<br />
Symbol'>·<span style='font:7.0pt "Times New Roman"'>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;<br />
</span></span><![endif]><span lang=NL style='font-size:11.0pt;font-family:Geneva'>Scenario<br />
thinking in practice</span><span lang=NL style='font-family:Geneva'> <o:p></o:p></span></p><br />
<br />
<h3><span lang=NL style='font-family:Geneva'>Session 2 </span><span lang=NL<br />
style='font-family:Geneva;font-weight:normal'>(Workshop)</span><span lang=NL<br />
style='font-size:11.0pt;font-family:Geneva;font-weight:normal'><o:p></o:p></span></h3><br />
<br />
<p class=MsoNormal style='margin-left:18.0pt;text-indent:-18.0pt;mso-list:l0 level1 lfo1'><![if !supportLists]><span<br />
lang=NL style='font-size:11.0pt;font-family:Symbol'>·<span style='font:7.0pt "Times New Roman"'>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;<br />
</span></span><![endif]><span lang=NL style='font-size:11.0pt;font-family:Geneva'>Defining<br />
the Focal Issue<o:p></o:p></span></p><br />
<br />
<p class=MsoNormal style='margin-left:18.0pt;text-indent:-18.0pt;mso-list:l0 level1 lfo1'><![if !supportLists]><span<br />
lang=NL style='font-size:11.0pt;font-family:Symbol'>·<span style='font:7.0pt "Times New Roman"'>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;<br />
</span></span><![endif]><span lang=NL style='font-size:11.0pt;font-family:Geneva'>Finding<br />
Driving Forces<o:p></o:p></span></p><br />
<br />
<p class=MsoNormal style='margin-left:18.0pt;text-indent:-18.0pt;mso-list:l0 level1 lfo1'><![if !supportLists]><span<br />
lang=NL style='font-size:11.0pt;font-family:Symbol'>·<span style='font:7.0pt "Times New Roman"'>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;<br />
</span></span><![endif]><span lang=NL style='font-size:11.0pt;font-family:Geneva'>Deciding<br />
on Uncertainty/ Pre-determinants<o:p></o:p></span></p><br />
<br />
<p class=MsoNormal style='margin-left:18.0pt;text-indent:-18.0pt;mso-list:l0 level1 lfo1'><![if !supportLists]><span<br />
lang=NL style='font-size:11.0pt;font-family:Symbol'>·<span style='font:7.0pt "Times New Roman"'>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;<br />
</span></span><![endif]><span lang=NL style='font-size:11.0pt;font-family:Geneva'>Building<br />
First generation Scenarios<o:p></o:p></span></p><br />
<br />
<h1><span style='font-size:12.0pt;font-family:Geneva'><i>Block 2 <o:p></o:p></i></span></h1><br />
<br />
<h2><span style='font-family:Geneva'>Introduction to Systems Thinking<o:p></o:p></span></h2><br />
<br />
<p class=MsoBodyText3><span style='font-family:Geneva'>Systemic thinking,<br />
developed to explain ecosystems in 1950s, is an essential part of the scenario<br />
thinkers knapsack. This block introduces systems thinking, the underlying<br />
concepts of business simulation and the practice of creating systems models of<br />
the scenario space.<span style="mso-spacerun: yes">&nbsp; </span>Several<br />
stories are used to demonstrate the awareness of systems thinking and how they<br />
can be used in the construction of scenarios.<span style="mso-spacerun:<br />
yes">&nbsp; </span>The policy failure of Ronald Reagan’s “War on Drugs” during<br />
the 1980s is modelled using systems thinking.<span style="mso-spacerun:<br />
yes">&nbsp; </span>During the workshop session the participants will develop<br />
systems models for their scenario focal issue.<o:p></o:p></span></p><br />
<br />
<h3><span lang=NL style='font-family:Geneva'>Session 3 </span><span lang=NL<br />
style='font-family:Geneva;font-weight:normal'>(Content)</span><span lang=NL<br />
style='font-size:11.0pt;font-family:Geneva;font-weight:normal'><o:p></o:p></span></h3><br />
<br />
<p class=MsoNormal style='margin-left:18.0pt;text-indent:-18.0pt;mso-list:l0 level1 lfo1'><![if !supportLists]><span<br />
lang=NL style='font-size:11.0pt;font-family:Symbol'>·<span style='font:7.0pt "Times New Roman"'>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;<br />
</span></span><![endif]><span lang=NL style='font-size:11.0pt;font-family:Geneva'>Introduction<br />
to business simulation<o:p></o:p></span></p><br />
<br />
<p class=MsoNormal style='margin-left:18.0pt;text-indent:-18.0pt;mso-list:l0 level1 lfo1'><![if !supportLists]><span<br />
lang=NL style='font-size:11.0pt;font-family:Symbol'>·<span style='font:7.0pt "Times New Roman"'>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;<br />
</span></span><![endif]><span lang=NL style='font-size:11.0pt;font-family:Geneva'>Introduction<br />
systems thinking<o:p></o:p></span></p><br />
<br />
<p class=MsoNormal style='margin-left:18.0pt;text-indent:-18.0pt;mso-list:l0 level1 lfo1'><![if !supportLists]><span<br />
lang=NL style='font-size:11.0pt;font-family:Symbol'>·<span style='font:7.0pt "Times New Roman"'>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;<br />
</span></span><![endif]><span lang=NL style='font-size:11.0pt;font-family:Geneva'>Causal<br />
Modelling of complex situations<o:p></o:p></span></p><br />
<br />
<p class=MsoNormal style='margin-left:18.0pt;text-indent:-18.0pt;mso-list:l0 level1 lfo1'><![if !supportLists]><span<br />
lang=NL style='font-size:11.0pt;font-family:Symbol'>·<span style='font:7.0pt "Times New Roman"'>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;<br />
</span></span><![endif]><span lang=NL style='font-size:11.0pt;font-family:Geneva'>Systems<br />
case:<o:p></o:p></span></p><br />
<br />
<p class=MsoNormal style='margin-left:18.0pt;text-indent:-18.0pt;mso-list:l0 level1 lfo1'><![if !supportLists]><span<br />
lang=NL style='font-size:11.0pt;font-family:Symbol'>·<span style='font:7.0pt "Times New Roman"'>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;<br />
</span></span><![endif]><span lang=NL style='font-size:11.0pt;font-family:Geneva'>Ronald<br />
Reagan’s War on Drugs<o:p></o:p></span></p><br />
<br />
<h3><span lang=NL style='font-family:Geneva'>Session 4 </span><span lang=NL<br />
style='font-family:Geneva;font-weight:normal'>(Workshop)</span><span lang=NL<br />
style='font-size:11.0pt;font-family:Geneva;font-weight:normal'><o:p></o:p></span></h3><br />
<br />
<p class=MsoNormal style='margin-left:18.0pt;text-indent:-18.0pt;mso-list:l0 level1 lfo1'><![if !supportLists]><span<br />
lang=NL style='font-size:11.0pt;font-family:Symbol'>·<span style='font:7.0pt "Times New Roman"'>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;<br />
</span></span><![endif]><span lang=NL style='font-size:11.0pt;font-family:Geneva'>Systems<br />
and Assumptions<o:p></o:p></span></p><br />
<br />
<p class=MsoNormal style='margin-left:18.0pt;text-indent:-18.0pt;mso-list:l0 level1 lfo1'><![if !supportLists]><span<br />
lang=NL style='font-size:11.0pt;font-family:Symbol'>·<span style='font:7.0pt "Times New Roman"'>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;<br />
</span></span><![endif]><span lang=NL style='font-size:11.0pt;font-family:Geneva'>Building<br />
systemic diagrams<o:p></o:p></span></p><br />
<br />
<p class=MsoNormal><span lang=NL style='font-family:Geneva'><![if !supportEmptyParas]>&nbsp;<![endif]><o:p></o:p></span></p><br />
<br />
<h1><span style='font-size:12.0pt;font-family:Geneva'><i><![if !supportEmptyParas]>&nbsp;<![endif]><o:p></o:p></i></span></h1><br />
<br />
<h1><span style='font-size:12.0pt;font-family:Geneva'><i>Block 3 <o:p></o:p></i></span></h1><br />
<br />
<h2><span style='font-family:Geneva'>Building the final scenarios and tie in to<br />
organizational strategy<o:p></o:p></span></h2><br />
<br />
<p class=MsoNormal><span style='font-size:11.0pt;font-family:Geneva;mso-ansi-language:<br />
EN-US'>This block explores the tie from scenarios to strategy.<span<br />
style="mso-spacerun: yes">&nbsp; </span>Scenarios are a communication processes<br />
and work within an organisation the scenario stories must capture the<br />
imagination of the people in the organisation.<span style="mso-spacerun:<br />
yes">&nbsp; </span>This block develops the scenarios from systems diagrams to<br />
stories, exploring what narrative structures and modes of representation work<br />
and fail. <o:p></o:p></span></p><br />
<br />
<p class=MsoNormal><span style='font-size:11.0pt;font-family:Geneva;mso-ansi-language:<br />
EN-US'><![if !supportEmptyParas]>&nbsp;<![endif]><o:p></o:p></span></p><br />
<br />
<p class=MsoNormal><span style='font-size:11.0pt;font-family:Geneva;mso-ansi-language:<br />
EN-US'>Secondly, with invited participation from industry, strategic processes<br />
that result from scenario thinking are explored.<span style="mso-spacerun:<br />
yes">&nbsp; </span>The different modes of developing strategy from scenarios<br />
and their successes and failures are critically evaluated.<o:p></o:p></span></p><br />
<br />
<h3><span lang=NL style='font-family:Geneva'>Session 5 </span><span lang=NL<br />
style='font-family:Geneva;font-weight:normal'>(Content &amp; Workshop)<o:p></o:p></span></h3><br />
<br />
<p class=MsoNormal><span lang=NL style='font-size:11.0pt;font-family:Geneva'><u>Content:<o:p></o:p></u></span></p><br />
<br />
<p class=MsoNormal style='margin-left:18.0pt;text-indent:-18.0pt;mso-list:l0 level1 lfo1'><![if !supportLists]><span<br />
lang=NL style='font-size:11.0pt;font-family:Symbol'>·<span style='font:7.0pt "Times New Roman"'>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;<br />
</span></span><![endif]><span lang=NL style='font-size:11.0pt;font-family:Geneva'>Narrative<br />
Structures<o:p></o:p></span></p><br />
<br />
<p class=MsoNormal style='margin-left:18.0pt;text-indent:-18.0pt;mso-list:l0 level1 lfo1'><![if !supportLists]><span<br />
style='font-size:11.0pt;font-family:Symbol;mso-ansi-language:EN-US'>·<span<br />
style='font:7.0pt "Times New Roman"'>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; </span></span><![endif]><span<br />
style='font-size:11.0pt;font-family:Geneva;mso-ansi-language:EN-US'>Storytelling<br />
as a method of changing the organisational language<o:p></o:p></span></p><br />
<br />
<h4><span lang=NL style='font-size:11.0pt;font-family:Geneva'>Workshop<o:p></o:p></span></h4><br />
<br />
<p class=MsoNormal style='margin-left:18.0pt;text-indent:-18.0pt;mso-list:l0 level1 lfo1'><![if !supportLists]><span<br />
lang=NL style='font-size:11.0pt;font-family:Symbol'>·<span style='font:7.0pt "Times New Roman"'>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;<br />
</span></span><![endif]><span lang=NL style='font-size:11.0pt;font-family:Geneva'>Deepening<br />
the scenario stories <o:p></o:p></span></p><br />
<br />
<p class=MsoNormal style='margin-left:18.0pt;text-indent:-18.0pt;mso-list:l0 level1 lfo1'><![if !supportLists]><span<br />
lang=NL style='font-size:11.0pt;font-family:Symbol'>·<span style='font:7.0pt "Times New Roman"'>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;<br />
</span></span><![endif]><span lang=NL style='font-size:11.0pt;font-family:Geneva'>Finalising<br />
the scenarios<o:p></o:p></span></p><br />
<br />
<p class=MsoNormal><span lang=NL style='font-family:Geneva'><![if !supportEmptyParas]>&nbsp;<![endif]><o:p></o:p></span></p><br />
<br />
<h3><span lang=NL style='font-family:Geneva'>Session 6 </span><span lang=NL<br />
style='font-family:Geneva;font-weight:normal'>(Content<span<br />
style="mso-spacerun: yes">&nbsp; </span>&amp; Presentation)<o:p></o:p></span></h3><br />
<br />
<h4><span lang=NL style='font-family:Geneva'>Scenarios to strategy </span><span<br />
lang=NL style='font-size:11.0pt;font-family:Geneva'><o:p></o:p></span></h4><br />
<br />
<p class=MsoNormal style='margin-left:18.0pt;text-indent:-18.0pt;mso-list:l0 level1 lfo1'><![if !supportLists]><span<br />
style='font-size:11.0pt;font-family:Symbol;mso-ansi-language:EN-US'>·<span<br />
style='font:7.0pt "Times New Roman"'>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; </span></span><![endif]><span<br />
style='font-size:11.0pt;font-family:Geneva;mso-ansi-language:EN-US'>Scenario<br />
and strategy mapping the organisational context <o:p></o:p></span></p><br />
<br />
<p class=MsoNormal style='margin-left:18.0pt;text-indent:-18.0pt;mso-list:l0 level1 lfo1'><![if !supportLists]><span<br />
lang=NL style='font-size:11.0pt;font-family:Symbol'>·<span style='font:7.0pt "Times New Roman"'>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;<br />
</span></span><![endif]><span lang=NL style='font-size:11.0pt;font-family:Geneva'>Scenario<br />
Process Comparisons <o:p></o:p></span></p><br />
<br />
<p class=MsoNormal style='margin-left:18.0pt;text-indent:-18.0pt;mso-list:l0 level1 lfo1'><![if !supportLists]><span<br />
style='font-size:11.0pt;font-family:Symbol;mso-ansi-language:EN-US'>·<span<br />
style='font:7.0pt "Times New Roman"'>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; </span></span><![endif]><span<br />
style='font-size:11.0pt;font-family:Geneva;mso-ansi-language:EN-US'>Real options<br />
theory and the scenario approach<o:p></o:p></span></p><br />
<br />
<p class=MsoNormal style='margin-left:18.0pt;text-indent:-18.0pt;mso-list:l0 level1 lfo1'><![if !supportLists]><span<br />
lang=NL style='font-size:11.0pt;font-family:Symbol'>·<span style='font:7.0pt "Times New Roman"'>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;<br />
</span></span><![endif]><span lang=NL style='font-size:11.0pt;font-family:Geneva'>Learning<br />
from Scenarios<o:p></o:p></span></p><br />
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<h4><span lang=NL style='font-family:Geneva'>Case Vodafone Scenarios <o:p></o:p></span></h4><br />
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tab-stops:list 18.0pt'><![if !supportLists]><span lang=NL style='font-size:<br />
12.0pt;font-family:Symbol'>·<span style='font:7.0pt "Times New Roman"'>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;<br />
</span></span><![endif]><span lang=NL style='font-size:12.0pt;font-family:Geneva'>European<br />
ICT<span style="mso-spacerun: yes">&nbsp; </span>scenario thinking case<o:p></o:p></span></p><br />
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</html></div>132.229.137.111https://www.scenariothinking.org/index.php?title=LIACS_ICT_in_Business_2005&diff=2239LIACS ICT in Business 20052005-03-11T13:42:55Z<p>132.229.137.111: </p>
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<div>welcome to the exciting page for our class!!</div>132.229.137.111https://www.scenariothinking.org/index.php?title=Main_Page&diff=4133Main Page2005-03-11T13:42:26Z<p>132.229.137.111: </p>
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<div>[[Picking the lock on the future]] - This is legal.<br />
<br />
[[Objects from the future]] - Have a look at what we found and make a contribution yourself. It's easier than you may think...<br />
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[[Dealing with uncertainty]] - You gotta love it!<br />
<br />
[[Sand box]] - Trying out the wiki<br />
<br />
[[RSM Full time MBA Class 2004]]<br />
<br />
[[LIACS ICT in Business 2005]]<br />
<br />
[http://scenariothinking.org/wiki/index.php/Scenario_for_the_Internet_in_2015 Shortcut to '''Final Assignment''' ]<br />
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<br />
[http://meta.wikimedia.org/wiki/MediaWiki_User%27s_Guide:_Editing_overview Please go here to learn more about editing a wiki-page]<br />
<br />
[http://meta.wikipedia.org/wiki/MediaWiki_i18n Please look here for how to customise the interface]<br />
<br />
[http://meta.wikipedia.org/wiki/MediaWiki_User%27s_Guide Please look here for help on useage and configuration]</div>132.229.137.111