Scenario Planning
Scenario planning is a tool developed in the early 1970s by multinational oil companies in response to the unforeseen impacts of the oil price shocks. Led by Shell Petroleum, scenarios were developed in an attempt to model the impact of unforeseen events beyond the traditional 3-5 year strategic planning cycle.
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Scenario planning is intended as a complement to normal strategic planning. While most strategies tend to have a life time of 3-5 years, business conditions can change dramatically during this time. Under DemiCo National's methodology, scenarios are used to model or predict uncertainties for time periods that usually extend from 3 - 10 years into the future.
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The application of scenarios are a vital complement to strategic planning. They analyse and explore specific questions, enabling groups of managers and other stakeholders to improve their understanding of the strategic business environment, as well as the magnitude of changes faced by a company.
BALANCE SCORECARD
The Balanced Scorecard has its greatest impact when it is deployed to drive organisational change. Senior executives should establish targets for the scorecard measures, three to five years out, that, if achieved, will transform the company.
SCENARIO PLANNING
Scenario planning is a tool developed in the early 1970s by multinational oil companies in response to the unforeseen impacts of the oil price shocks. Led by Shell Petroleum, scenarios were developed in an attempt to model the impact of..
STRATEGY
Our core objective is to provide sustainable and measurable improvements to the competitiveness and operations of companies. We provide this through a comprehensive understanding of corporate operations and profitability, developed through project experience in Europe and the emerging economies of...
BUSINESS FORECASTING
Longer-term "visioning" of the future that is implemented in scenario planning, together with the operational decisions made in strategic planning, are complemented and indeed expressed through business forecasting. In today's competitive environment, critical...
STRATEGIC
ANALYSIS
We provide a full range of strategic analysis and strategic planning services. Strategic analysis comprises an integrated range of analytical, auditing and benchmarking services relating to the competitive position of a company or ...
LEAN MANAGEMENT
Lean thinking is lean, because it provides a way to do more and more with less and less - less human effort, less equipment, less time and less space - while coming closer and closer to providing customers with exactly...
PROCESS RE-ENGINEERING
BPR is "... the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical contemporary measures of performance, such as cost, quality, service, and speed." - Michael Hammer & James Champy