Business Planning for Turbulent Times

Ramírez, Rafael; Selsky, John W.; Heijden, Kees A. van der

doi:10.4324/9781849774703

Cited by 24 publications

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“…[1] Turbulence results from rapid change, and it is expected to continue over the next decade as three global systems all face disruption: B The economic system has been disrupted by the financial crisis, and will be rebuilt with different models, including those based on value systems foreign to the West. B The environmental system is stressed by the demands of an increasing global population, the rise of cities, and expectations of better living standards from a middle class numbering some three billion.…”

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A system for continuous organizational renewal

Sparrow

Ringland²

2010

Strategy & Leadership

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2010),"When and how to innovate your business model", Strategy & Leadership, Vol. 38 Iss 4 pp. 17-26 http://dx.doi.org/10.1108/10878571011059700 Dale E. Zand, (2009),"Strategic renewal: how an organization realigned structure with strategy", Strategy & Leadership, Vol. 37 Iss 3 pp. 23-28 http://dx.If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/ authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.

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confidence: 99%

A system for continuous organizational renewal

Sparrow

Ringland²

2010

Strategy & Leadership

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Scenario planning: Reflecting on cases of actionable knowledge

Oliver

2023

Futures & Foresight Science

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Scenario planning has a long history of academic inquiry and practice in numerous fields and industries; however, its future as a tool to manage strategic uncertainty may well have reached an impasse. While the academic community perpetuates the view that the field is characterized by methodological chaos, the practitioner community is concerned only with how scenario planning can help solve an organizational problem. This paper argues that the academic community would benefit from adopting a philosophical orientation that is “pragmatic” where theoretical and methodological sophistication should be traded‐off against the need to produce a practical outcome that addresses a specific organizational problem. This would enable more academics to generate new knowledge that was “useful” rather than “generalizable.” Adopting a Pragmatic Philosophy would also address three primary issues asserted in literature on the process, content, and implementation of scenario‐informed strategizing. This position paper provides a reflective account of how the narrative on scenario planning theory can be moved more effectively into scenario planning practice by illustrating the author's commitment to developing scenario‐based actionable knowledge, high levels of implementable validity, and instrumental impact with organizations. As such, it presents a reflection on interventions that demonstrate how scenario‐informed strategies were developed and implemented with successful organizational outcomes.

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Seizing the Opportunities Opened by the ‘Peak oil’ Effect to Reorient ‘Services’ and ‘Systems’ Research Towards ‘Value Co‐Production Systems’ Scholarship

Ramírez

Paltschik

2013

Syst. Res.

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The paper reviews the recent decades of activity in the interrelated scholarly fields of 'services' and (social) 'systems' and examines the reasons why reported decreases in key parts of these research activities might have occurred (which we refer to as 'peak oil effects'). The following two propositions are explored: Firstly, that these fields have tended to over-promise and under-deliver. Secondly, that the overall direction of conceptual development has engaged significant real-world dynamic complexities less than many expected. A possible explanation for these propositions we explore is the purported 'scientific' scholarship in such efforts, with few of the theories that have been produced in doing so offering wisdom for practice. Schools of thought and departments that sprang up in this scholarship have tended to disappear when their founders move on. We revisit the work of Richard Normann in reorienting these fields as 'value co-production systems'. This helps explore the notions of value, values and value co-production designs in systemic terms. The paper suggests three distinct but coherent ways to renew this research: one more oriented towards the arts and humanities and less preoccupied with approximating scientific pursuits; one linking marshalling services and systems with value in value co-production systems and one that considers significant issues in broader contexts over longer time horizons. These, we suggest, will help to stem the peak oil effects now hampering much research in services and systems. Copyright © 2013 John Wiley & Sons, Ltd.Keywords systems research; services research; value coproduction; declining scholarship production; reframing research * Correspondence to: Rafael Ramírez, Oxford Scenarios Programme, Saïd Business School, University of Oxford, Oxford UK, Governing Body Fellow, Green-Templeton College. E-mail: Rafael.Ramirez@sbs.ox.ac.uk † Throughout the paper, we refer to 'social' systems more than 'natural' or 'engineered' systems when using the word 'systems'. ‡

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Business Planning for Turbulent Times

Cited by 24 publications

References 0 publications

A system for continuous organizational renewal

A system for continuous organizational renewal

Scenario planning: Reflecting on cases of actionable knowledge

Seizing the Opportunities Opened by the ‘Peak oil’ Effect to Reorient ‘Services’ and ‘Systems’ Research Towards ‘Value Co‐Production Systems’ Scholarship

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