Scenario Planning in Business. Companies without a plan similar to the failure to plan. So often we hear, therefore, planning becomes an inseparable part of the journey and the development of a company. Plan your work; work your plan. The plan made ​​no plans if not done or done. A plan to plan when the plan was done.

Planning is made to facilitate our work, is the result of analysis and thought before they occur, so that we no longer have to think hard when you’re running the plan. Many are making plans easier but does not even make what can realized. Therefore imperative for us to make careful planning, detailed, comprehensive, covering many or even all relevant factors.

According to Gill Ringland, author of Scenario Planning (John Wiley, 1997) that scenario planning is used to improve or sharpen decision to make an impact at this time in the future. How many scenarios should be created? As much as possible that we can think with the possibility that will happen. However, in practice, later, of the many scenarios that will crystallize into a single compiled the most clear of scenario occurs most high probability level with some analysis and considerations that accompany it.

Scenario planning starts with the macro and the micro-conical. Drawn from outside to inside, it’s not vice versa. Ideally be made scenario before making a forecast, so the team that made the forecast does not already made ​​plans already too far with these assumptions are actually different from the scenario drawn up. If possible, the team that made the scenario is not the same team that made the forecast, in order to counter each other in order to sharpen, not to argue and remain in the difference.