Rethinking Strategy

ENDNOTES

Acknowledgements

1. Beck, D & Cowan, C (1996). Spiral Dynamics: Mastering values, leadership, and change, Blackwell, Oxford.
2. Inayatullah, S (2005). Questioning the Future: Methods and tools for organizational and societal transformation, 2nd edition, Tamkang University Press, Taipei.
3. Bawden, R (2000). Learning from the Future: Of systems, scenarios and strategies (PDF workbook).

Introduction

1. Wack, P (1984). Scenarios: The gentle art of re-perceiving, December 1984, Harvard Business School (unpublished manuscript).
2. van der Heijden, K (2005). Scenarios: The art of strategic conversation, 2nd edition, Wiley, Chichester, p. xxi.

Chapter 1

1. Wack, P (1993). Scenario planning: Planning in turbulent times, presentation at Global Business Network (video available at the Pierre Wack Memorial Library, Kennington, UK.
2. Wack, P (1985a). ‘Scenarios: Uncharted waters ahead’, Harvard Business Review, September–October, pp. 73–89, 73.
3. Ansoff, I (1975). ‘Managing strategic surprise by response to weak signals’, California Management Review, Winter, vol. XVIII, no. 2, pp. 21–33, p. 22.
4. Senge, P (1990). The Fifth Discipline: The art and practice of the learning organization, Doubleday, New York, p. 176.

Chapter 2

1. Toffler, A (1985). The Adaptive Corporation, McGraw-Hill, New York, pp. 18–19.
2. Wilson, I (2003). The Subtle Art of Strategy: Organizational planning in uncertain times, Praeger, Westport, CT, p. 79.
3. Ringland, G (1998). Scenario planning: Managing for the future, Wiley, ...