Difference between revisions of "RSM EMBA 2005 Class Notes"

Revision as of 15:48, 13 October 2005

Anthology: How --- Epistemology: What
Process: How / The way --- Content: What
In a lot of discussions in business process and content are confused.

Important in scenario thinking is the way a manager thinks, not the report.
Equally important is content.

KNOW YOUR STUFF!!

Drivers of scenario thinking:

Workshops are needed to decide for what time period you make scenarios (1 or 2 workshops)

Complex things require complex presentation.

Story telling works, bullets don’t!

Best scenarios have high surprise and high likelihood.

Everything you do is based on assumptions of the future.

Only 2-3% of time of managers is spend on thinking about the future.

Focussing for a long time give fresh insights.

Value of scenarios is not in business as usual, because managers are capable of doing that, but in extraordinary information.

@@ Line 1: / Line 1: @@
-here are the notes!
+== Class 1 ==
+Anthology: How 	---		Epistemology: What <br>
+Process: How / The way	---	Content: What<br>
+In a lot of discussions in business process and content are confused.
+Important in scenario thinking is the way a manager thinks, not the report.<br> Equally important is content.
+KNOW YOUR STUFF!!
+Drivers of scenario thinking:
+* What are we missing?
+* What don’t we know?
+Workshops are needed to decide for what time period you make scenarios (1 or 2 workshops)
+Complex things require complex presentation.
+Story telling works, bullets don’t!
+Best scenarios have high surprise and high likelihood.
+Everything you do is based on assumptions of the future.
+Only 2-3% of time of managers is spend on thinking about the future.
+Focussing for a long time give fresh insights.
+Value of scenarios is not in business as usual, because managers are capable of doing that, but in extraordinary information.