The wishes of the prospective reality of the strategy

Following Godet's reflections about the prospective planning, I suggest reading the following text.

The wishes of the prospective reality of the strategy.

It is always tempting to take the desires and realities. Anyway, because there are a few visions or scenarios that you should not look desirable, and we need to be convenient, stop, or the strategic option of the company, according to this unique proactive vision. It is also necessary to show proactive and know how to prepare for the changes expected to occur in the future environment of the company.

All possible scenarios are not equally likely or desirable and is therefore necessary to distinguish the general environment settings of the strategies of the actors. Thus, the success of the word scenario has led to some abuse and confusion with the strategy that should be clarified.



It would be wise to distinguish between an exploratory phase that seeks to identify future challenges and a phase law that seeks to define strategic options possible and desirable for the company, against these odds, it can maintain the course of his ship.

The distinction between these two phases is more than justified if we understand that the choice of strategies is influenced by uncertainty, rather large, weighing on the stage and nature, more or less proven, of which, between them scenarios are the most likely.

Confusing foresight scenarios the choice of strategic options that would not be the same internal actors who would be on the front line. The phase advance of the mutations must be collective and should cover as many people. The tools used in foresight to organize and structure in a transparent and effective collective thinking about the stakes and challenges of the future and, if necessary, also the evaluation of strategic options.

On the contrary, due to reasons of confidentiality and liability, the phase involving the choice of strategic options recognize that it is itself a matter for a limited number of people, in general, members of the Steering Committee of the company. Note that this last stage does not need a specific method. Decisions have to be taken after consultation and consensus reached between the leaders, taking into account the modes of regulation specific to each company's culture and temperament and personality of their leaders. The tools are useful for preparing the options and not a substitute for freedom of choice.