Experimenting with scenario planning

James Berry | 23 Feb 2021

Scenario planning isn’t just about developing proactive strategies to deal with a possible crisis. It can also be a useful way to highlight potential weaknesses in your organisation or operations. Here’s how to go about it.

Presenting online is still presenting

Wayne Turmel

Presenting online is more like a traditional presentation than most people think. But too often, those delivering material online do so in just about the least effective manner possible.

Remember those resolutions you made?

Jurgen Wolff

The chances are that the resolutions you made on Jan 1 are already distant memories. But if you want to avoid making the same resolutions again next year, here’s a simple, four-step process to get you back on track.

Learning is everywhere

Wayne Turmel

What you know now is good for now, but might be completely outdated by tomorrow. This means there's a constant need to learn new things, both formally and informally.

Ten habits of bad management

Andre de Waal

Too many organizations ignore or tolerate bad management. Yet bad managers will never get optimal results, so their tell-tail traits need to recognized and dealt with.

The mortar in a project's wall

Wayne Turmel

What holds a wall together is the mortar between the bricks. And what holds a project together is the effective, clear and proactive communication between individuals.

The myth of change management

Rod Collins

The world is changing much faster than their organizations. And that’s a big problem, because traditional businesses are not designed for adapting to change or aligning with shifting markets.

From the archive

Morale: a moving target

Duane Dike

What we think we know about morale is probably wrong, especially the black and white notion that morale is either ‘good’ or ‘bad’. Like most human feelings, morale is a moving target, which is why being sensitive to its nuances is such a key skill for leaders.

Jim Bird

End procrastination!

Jim Bird

In today's choice-challenged environment, the absence of time management skills can leave you feeling overwhelmed. So here are four easy-to-use time management techniques that will end procrastination and put you back in control.

Edward de Bono

New ideas needed

Edward de Bono

The majority organisations do not feel they need new ideas because things are going very well. They could be right. But there are plenty of scenarios where new ideas are vital.

Edward de Bono

New business ideas take time

Edward de Bono

Management thinking is too preoccupied with problem-solving. But a long-term view is essential when considering new ideas in business.

Cynthia Montgomery

The myth of the super-manager

Cynthia Montgomery

Its a widely-held myth that game-changing success emanates from the genius of visionary super-managers. But in reality, even the best-known success stories were all about developing strategies that overcame industry forces and added new value to old games.

Earlier opinion

Three ways to plan for an uncertain future

James Berry

In today's troubled times, even the most successful business can find itself in difficulty. So how can businesses plan for an uncertain future?

Old habits die hard, new habits die easy

Max McKeown

Habits are efficient. Without them, we would need to find a response to every situation no matter how many times we had experienced it before. But how do you change an old habit or create a new one?

Don’t confuse task completion with productivity

Wayne Turmel

People who work remotely often claim to be ‘more productive’. But productivity is a long-term measurement that means more than just getting more tasks finished in a given time period.

Managing the new era of flexible working

Fred Krieger

In the post-Covid era of flexible work, physical and remote workspaces will coexist. But the question is: how can this fragmented set-up be effectively managed?

Make your people part of the solution, even virtually

Matthew Handley

This year has presented companies with a series of seemingly insurmountable problems. But those that find ways to engage their employees in the design of solutions are likely to rise above the adversity.

The difference between a mob and a crowd

Rod Collins

How is it that sometimes when we come together in groups, we are extraordinarily brilliant, but at other times we are incredibly dumb? The answer is the difference between collective intelligence and groupthink.

The four obstacles to corporate innovation

Michael Ellenby

There are four main obstacles to corporate innovation that can stifle the potential of organisations of all sizes. Understanding how to overcome them is key to a healthy future for every business.

We’re in a crisis! Why can’t we all just get along?

David Livermore

Even faced by a global pandemic, we don't seem able to bridge our tribal divides and leverage our differences to find solutions, rather than using them to further destroy us.

Get out of the way!

Duane Dike

Barriers to productivity are many and varied, but the vast majority of them are by-products of the destructive attitudes and behaviors of leaders.

A formula for trust

John Blakey

Academics have been arguing for years about what makes a leader trustworthy, but it can really be boiled down to three clear attributes: ability, integrity and benevolence.

Data, information and webmeetings

Wayne Turmel

Turning raw data into meaningful information is a key part of a manager's job. And smart managers know that webinars or videoconferencing tools can help translate one into the other.

Breakthrough innovation and corporate antibodies

Rod Collins

If companies want to be on the leading edge of breakthrough innovation, they have to neutralize the corporate antibodies that try to kill any new ideas that threaten the status quo.