14.1 Scenario Planning: Difference between revisions
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# {{Changemaker|In Steve Blank’s HBR article on lean startups, he discusses how a new methodology has taken foot in the world of startups. Rather than planning out a long term strategy from an office room and trying to stick to it, the lean startup method is centered on the firm being agile and flexible to pivot to new opportunities. In what ways is this method similar to scenario planning? In what ways is this method different from the scenario planning framework proposed by Peter Schwartz in class? Is there a way to adapt the Peter Schwartz framework and integrate it with lean startups?}} | # {{Changemaker|In Steve Blank’s HBR article on lean startups, he discusses how a new methodology has taken foot in the world of startups. Rather than planning out a long term strategy from an office room and trying to stick to it, the lean startup method is centered on the firm being agile and flexible to pivot to new opportunities. In what ways is this method similar to scenario planning? In what ways is this method different from the scenario planning framework proposed by Peter Schwartz in class? Is there a way to adapt the Peter Schwartz framework and integrate it with lean startups?}} | ||
#{{Changemaker|The scenario planning model proposed by Peter Schwartz in class is forward looking in the sense that it takes two dimensions and attempts to plot how outcomes might change based on the degree to which these dimensions are true. Simultaneously, one can look at how actions in each quadrant might affect future outcomes. The Theory of Change model from the Changemaker course takes a backwards approach. What is this other approach, how is it different from the scenario planning model, and in what type of situations should you use one over the other? | |||
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Revision as of 18:52, 4 January 2022
Discussion
- In Steve Blank’s HBR article on lean startups, he discusses how a new methodology has taken foot in the world of startups. Rather than planning out a long term strategy from an office room and trying to stick to it, the lean startup method is centered on the firm being agile and flexible to pivot to new opportunities. In what ways is this method similar to scenario planning? In what ways is this method different from the scenario planning framework proposed by Peter Schwartz in class? Is there a way to adapt the Peter Schwartz framework and integrate it with lean startups?
- The scenario planning model proposed by Peter Schwartz in class is forward looking in the sense that it takes two dimensions and attempts to plot how outcomes might change based on the degree to which these dimensions are true. Simultaneously, one can look at how actions in each quadrant might affect future outcomes. The Theory of Change model from the Changemaker course takes a backwards approach. What is this other approach, how is it different from the scenario planning model, and in what type of situations should you use one over the other?