Difference between revisions of "KEMBA 2005"
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Session 1 (Content) | Session 1 (Content) | ||
Introduction | . Introduction | ||
Strategies for Dealing with Complexity | . Strategies for Dealing with Complexity | ||
Scenario Thinking | . Scenario Thinking | ||
- A creative process | - A creative process | ||
- A multidisciplinary process | - A multidisciplinary process |
Revision as of 11:40, 17 May 2005
Welcome to the KEMBA 2005 page dedicated to our class on strategic ICT and e-Business. The class is divided into blocks which are listed below.
Block 1 Introduction to Scenario Thinking
In this block the course participants are introduced to the historical background and theory of scenario thinking. Different scenario methodologies are introduced. A practical strategic dilemma (from a participant’s organisation) is chosen to form the focus of the group scenario process. An example scenario process is described.
Session 1 (Content)
. Introduction
. Strategies for Dealing with Complexity
. Scenario Thinking
- A creative process
- A multidisciplinary process
- An exploratory process
- A process with results
- An ongoing process
Scenario thinking in practice
Session 2 (Workshop)
· Defining the Focal Issue
· Finding Driving Forces
· Deciding on Uncertainty/ Pre-determinants
· Building First generation Scenarios
Block 2 Introduction to Systems Thinking
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.
Session 3 (Content)
Introduction to business simulation
Introduction systems thinking
Causal Modelling of complex situations
Systems case:
Ronald Reagan’s War on Drugs
Session 4 (Workshop)
Systems and Assumptions
Building systemic diagrams
Block 3 Building the final scenarios and tie in to organizational strategy
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.
Session 5 (Content & Workshop)
Content:
Narrative Structures
Storytelling as a method of changing the organisational language
Workshop
Deepening the scenario stories
Finalising the scenarios
Session 6 (Content & Presentation)
Scenarios to strategy Scenario and strategy mapping the organisational context Scenario Process Comparisons Real options theory and the scenario approach Learning from Scenarios Case Vodafone Scenarios European ICT scenario thinking case