ABSTRACT
Visioning and scenario planning is more than a simple prediction of what is most likely to happen; it considers other potential scenarios, even if they don't seem to be very likely to occur. Short-range visioning exercises are far less effective because they will focus more on simply maintaining organization rather than inspiring innovation and driving the organization towards long-term success. The recommended procedure for executing visioning and scenario planning comes from the book, Driving Strategy to Execution Using Lean Six Sigma, written by Gerhard Plenert and Tom Cluley. The visioning facilitator should explain the importance of the visioning exercise and emphasize the necessity for all to participate in the process. The visioning and scenario planning process should be repeated once per year and the report from previous year should be reviewed as part of the process to ensure that no key points are missed.
