Abstract
AbstractWorking with Kees as his apprentice scenario planner, I have been fortunate to have participated in many scenario workshops, both on the Strathclyde MBA program and with organizations. Alongside these workshops, I am also very privileged to have been an assistant to Kees on a number of scenario projects with organizations in a range of countries. I have learned many things in the time spent with Kees, and consider his book, “Scenarios: The Art of Strategic Conversation” to be the definitive field guide to the art and craft of scenario planning, albeit there have been a plethora of books on the subject since. The objective of this commentary is to discuss from a practical perspective, three things I have learned from my years of experience with Kees which have proved useful in my scenario work with client organizations, namely the elicitation of client views and insights, the value of the “Business Idea” and the scenario development timescale
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