Rethinking Strategy

INDEX

• agency, lack of 85–86, 87–88
• agricultural and horticultural societies, identity of 225–226
• alternative perceptions 139–154; see also environmental scanning
  • — environmental scanning 141
  • — perception pioneers 140, 141–142
  • — value of 139–141
• anchoring 49
• Anglo American mining company 88–90
• anticipation of embryonic issues and opportunities 79–103
  • — cultural hypocrisies 79, 80, 82–85, 101
  • — definition 77
  • — dirty secrets 79, 80–82, 101
  • — hotel example 87–88
  • — Melbourne gangland war example 91–92
  • — mining example 88–90
  • — organisational benefits of 79–80
  • — scenarios 79, 80, 101–103
  • — seven techniques for 79–103
  • — slow-burning issues 79, 80, 90–94, 102
  • — social values 79, 80, 94–101, 103
  • — summary 103–104
  • — systemic inequities 79, 80, 88–90, 102
  • — unresolved tensions 79, 80, 85–88, 89, 102
• anticipation of future issues and opportunities 75–103; see also anticipation of embryonic issues and opportunities; future; future, anticipating
  • — taxi industry example 75–76
• Arab Spring (2010–11) 89
• athletes, perception and anticipation in 257, 258
• authenticity 252

• backcasting the scenario 190, 199–204
  • — benefits 202
  • — defined 199–200
  • — drivers 186–189
  • — imperatives 200–202
  • — Murray Goulburn example 200–201
  • — perception, developing 257
  • — process 202–204
• backlash, political 253–254
• Beck, Peter 19, 54, 55
• behaviour, consumer 9, 22
  • — social values and 94–101
• benefits of using scenarios 27, 51, 35–37, 107, 182
  • — holistic nature of 36
  • — strategic creativity 37
  • — strategic judgments ...