make do with anything less. They are fully aware that if the quality of a strategic decision has been whittled down to one single indicator, important knowledge about thefundamental uncertainty in the project has been filtered out. In this way the first objective of scenario-based

ACEO calls her staff into the conference room on the eve of the launch of a major new initiative. They file in and take their seats around the table. She calls the meeting to attention and begins: “I have bad news. The project has failed spectacularly. Tell me what went wrong?” What?! But we haven’t even launched yet… That’s the point. The CEO is f

In the world of business, teams like ours often devote months to meticulously outlining how and why their ideas will succeed. Yet they seldom allocate the same level of time to examining the potential reasons why their ideas might not work. This is where the power of a simple question – ‘Why is this a bad idea?’ – comes into play.