ABSTRACT
This introduction presents an overview of the key concepts discussed in the subsequent chapters of this book. The book begins with the process of clarifying why planning is usually vital but often difficult and frequently inept. It provides an overview of key foundation level concepts, using a layered approach, with each layer building on earlier discussion. ‘Plans’ sometimes begin as very simple descriptions of a concept or intent. The book provides a central concern for different kinds and levels of operations planning, with key roles for a traditional ‘Operations Director’. It addresses radically rethinking the nature of both mindset and toolset framing assumptions which are comparatively complex. The book also addresses what might be viewed as habitual untested working assumptions which include mindset and toolset assumptions with inappropriate framing assumption implications. It considers dealing with low-probability high-impact incident scenarios plus a related set of less serious incident scenarios within an appropriate corporate planning framework.
