Difference between revisions of "LIACS ICT in Business 2005"

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=Class Process=
[[LIACS 2005 Class Process]]
==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.  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.


 
[[LIACS 2005 Class Groups]]
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
 
 
 

Revision as of 14:11, 11 March 2005

LIACS 2005 Class Process

LIACS 2005 Class Groups

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