Skip to main content

Maintaining U.S. Leadership in Aeronautics Scenario-Based Strategic Planning for NASA's Aeronautics Enterprise (1997) / Chapter Skim
Currently Skimming:

APPENDIX H: SCENARIO-BASED STRATEGIC PLANNING AS DESCRIBED BY THE FUTURES GROUP
Pages 127-129

The Chapter Skim interface presents what we've algorithmically identified as the most significant single chunk of text within every page in the chapter.
Select key terms on the right to highlight them within pages of the chapter.


From page 127...
... Organizations typically choose this planning technique when the ambiguity in their operating environment is high the pace of change and degree of turmoil is accelerating their planning horizon tends to stretch out to ten years or more When scenarios are used for planning, the intent is not to predict what the market will be and then build a master plan, but rather to ask what the future might hold and then identify the actions that can be taken today that will work no matter how the future turns out. As a result, the technique tends to rely more on expert judgment and less on quantitative forecasts such as market size or share.
Read the entire page →
From page 128...
... Worst for Aviation The Futures Group, Science Applications International Corporation, and NASA spent approximately eight weeks developing the scenario details (carefully following the advice of the steering committee concerning the intent of the scenarios chosen) and producing the narratives.
Read the entire page →
From page 129...
... That independent work was then synthesized into a short list of needs and opportunities that were robust across all the scenarios. The output of a scenario planning exercise is a robust core set of product ideas, services, or organizational strategies that are viable no matter how the future actually evolves.
Read the entire page →

Key Terms

  • scenario planning
  • planning space
  • scenarios provide
  • product ideas
  • mission drivers

  • initial research
  • aeronautics products
  • weeks developing
  • investment strategy
  • called mission

  • aseb steering
  • technology developments
  • future histories
  • macrolevel issues
  • spent approximately

  • cube represents
  • require intensive
  • involves clustering
  • innovative consideration
  • applications international

  • help set
  • planning exercise
  • narrative future
  • future market
  • opportunities resident

  • actually evolves
  • decision planning
  • committee divided
  • space matrix
  • current organizational


    • This material may be derived from roughly machine-read images, and so is provided only to facilitate research.
    More information on Chapter Skim is available.