Szenario-Management: Die Zukunft von Ländern, Regionen, Kommunen gestalten

Fink, Alexander; Siebe, Andreas

doi:10.1007/978-3-642-45645-9_21

Cited by 9 publications

(38 citation statements)

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“…And over 20 companies rejected Chester Carlson's idea of the Xerox Copier – one of them asking: “Who the hell wants to copy a document on plain paper!” Coping with the future has always been fascinating and difficult – in today's business environment, it is vital, too. But there are three essential traps that planners have to avoid (Fink et al , 2001): The suppression of uncertainty . Even if change has become a matter of course, many companies reject uncertainties and plan as if there is only one predictable future.…”

Section: Introductionmentioning

confidence: 99%

“…Other scenario technique approaches – mostly from continental Europe – create very complex scenarios but often fail with the integration into strategic management (C). Scenario management combines methods of systems thinking, future‐open thinking and strategic thinking (Fink et al , 2001).…”

Section: Introductionmentioning

confidence: 99%

“…electronic business or payment systems. To describe possible future images of this scenario field, planners have to work through the following four phases (Fink et al , 2001) (see Figure 2):…”

Section: Introductionmentioning

confidence: 99%

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How scenarios support strategic early warning processes

Fink¹,

Siebe²,

Kuhle³

2004

Foresight

Self Cite

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To survive and grow in an era of uncertainty, companies should strive not only for a single visionary view, which most likely corresponds with their expectations, but instead they should try to acquire multiple views that describe the whole ”window of opportunities”. The development of external market scenarios to assess current strategies is the usual way of coping with these uncertainties. Today this traditional scenario approach has to be extended in four directions: the use of market scenarios to systematically develop future‐robust strategies, the use of alternative strategy scenarios to address uncertainties within an organization, the use of scenarios as a basis for strategic early warning processes and the combination of performance measurement and strategic early warning in a scenario‐based future scorecard. In conclusion it is shown that scenarios could significantly help to bridge the gap between strategy implementation and early‐warning processes.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

How scenarios support strategic early warning processes

Fink¹,

Siebe²,

Kuhle³

2004

Foresight

Self Cite

View full text Add to dashboard Cite

show abstract

“…For this purpose, two polar outcomes (value co-creation and value co-destruction) were identified for each key driver (see Table 2 below and Table 3 in the Appendix), supported by a description based on participant statements (Van der Heijden et al 2002 ). Fink and Siebe’s ( 2016 ) guidelines were followed to build first scenarios and future projections for each factor. Key driver (1) Suggestions/Assistance is exemplified below, showing a polar projection and a description.…”

Section: Methodsmentioning

confidence: 99%

“…In order to test the plausibility and consistency of the scenarios, all projections were rated pairwise on a scale from −3 (=completely inconsistent) and + 3 (=consistent with effect enhancement) (Schüll and Schröter 2013 ; Fink and Siebe 2016 ). Following the manual morphological analysis, a computer-assisted scenario planning was conducted with the software Parmenides eidos, which served as a tool to calculate all different possible combinations.…”

Section: Methodsmentioning

confidence: 99%

The impact of artificial intelligence on event experiences: a scenario technique approach

2020

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Digital technologies are transforming human relations, interactions and experiences in the business landscape. Whilst a great potential of artificial intelligence (AI) in the service industries is predicted, the concrete influence of AI on customer experiences remains little understood. Drawing upon the service-dominant (SD) logic as a theoretical lens and a scenario technique approach, this study explores the impact of artificial intelligence as an operant resource on event experiences. The findings offer a conceptualisation of three distinct future scenarios for the year 2026 that map out a spectrum of experiences from value co-creation to value co-destruction of events. The paper makes a theoretical contribution in that it bridges marketing, technology and experience literature, and zooms in on AI as a non-human actor of future experience life ecosystems. A practical guideline for event planners is offered on how to implement AI across each touch point of the events ecosystem.

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Robust Product Design – Influencing Factors on Upgradeable Modular Products

Kübler,

Beck,

Glasmacher

et al. 2023

Proc. Des. Soc.

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In today's VUCA-World it is necessary to consider future requirements to develop change- and future-robust future products, especially regarding the increasing demand for sustainable solutions. In order to address this situation, upgradeability of modular products can be a solution. Considering that elements of modular products are used in several different products and over a long period of time, there is a need to act on this challenge. To uncover areas with a need for action, a systematic literature review on upgradeable and modular products was conducted. After resolving four fields of action and under consideration of the need for sustainable products, another systematic literature review examined the solution space of upgradable modular product architecture. In conclusion, several influencing factors on the upgradeable design of modular products could be identified, which are presented in this work.

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Szenario-Management: Die Zukunft von Ländern, Regionen, Kommunen gestalten

Cited by 9 publications

References 0 publications

How scenarios support strategic early warning processes

How scenarios support strategic early warning processes

The impact of artificial intelligence on event experiences: a scenario technique approach

Robust Product Design – Influencing Factors on Upgradeable Modular Products

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