Table of Contents

1: Introduction: Scenario Planning - The Oxford Approach
2: Oxford Scenario Planning Approach as social process
3: Scenario Planning as a Knowledge Acquisition and Generation Process
4: Working with Scenario Planning Learners
5: How Scenario Planning Is Done: The Oxford Scenario Planning Approach in Action
6: Learning and Teaching: Scenario Planning in Executive Development
7: Conclusion: An Incomplete Guide to Scenario Planning and the Beginning of a Conversation
Appendices

About the Author

Rafael Ramirez is Director of the Oxford Scenarios Programme and has pioneered work in organizational aesthetics; the interactive design of strategy; and how scenarios work. He was Visiting Professor of Scenarios and Corporate Strategy at Shell International 2000-2003 and Chairman of the World Economic Forum's Global Agenda Council of Strategic Foresight. Rafael holds a PhD from the Wharton School, speaks Spanish, English and French fluently, has lived in five
countries, and has worked on scenarios and futures work in some 30 countries since 1980. Angela Wilkinson has contributed to over 100 futures studies and has directed several international
multi-stakeholder scenario planning and foresight initiatives. She has over 30 years of analytical, managerial and consultancy experience, including board-level responsibility, honed in a wide range of organisations and international bodies, spanning the public and private sector. She is a member of the WEF's Global Strategic Foresight Community. Angela was Director of Futures Programmes, Smith School of Enterprise and Environment, and Director of Futures Research, James Martin Institute,
University of Oxford. She spent nearly a decade in Shell's global scenario team. She has a Ph.D in Physics.

Reviews

I applaud your efforts to put scenario planning on a solid academic footing; the lack of such intellectual grounding is a notable weakness in this fine art drawn which is mostly drawn from practice.
*Paul J.H. Schoemaker is an entrepreneur, researcher and speaker who was a Professor at the University of Chicago and the Wharton School for many years*

Richard Normann would be proud to see how his ideas concerning scenario planning have been developed and adapted to present conditions. In turbulent times, reframing is a necessity, and fixed framing a threat. The future is a useful fiction indeed, and the authors show convincingly how to make use of it in knowledgeable management. This book encourages reflection and experimentation, and will interest theoreticians as well as practitioners.
*Barbara Czarniawska, Professor of Management Studies, University of Gothenburg.*

Scenario planning unlocks dynamic ways of thinking and forces strategists to confront and plan for the unanticipated twists and turns of the future. Turbulence, uncertainty, and ambiguity in our world are growing both in terms of amplitude and velocity. Rafael Ramírez & Angela Wilkinson lay out a usable and rigorous, structured toolbox to help chart a way forward in these conditions.
*David Levin, President and CEO of McGraw-Hill Education*

In a post- 9/11/financial crisis/geopolitically turbulent world, scenario planning has become more central than ever to the development and execution of successful corporate strategy. Strategic Reframing is the how to guide to effective use of scenario planning. I heartily recommend this compelling benchmark to anyone interested in seizing competitive advantage in an era of chronic volatility and ever-more rapid change.
*Paul A. Laudicina, Chairman, Global Business Policy Council; Partner and Chairman Emeritus, A.T. Kearney*

Undoubtedly it is certain to become a well-thumbed fixture on the bookshelves of serious scenario planners and foresight practitioners.
*John P Sykes, Green Fields Research*