Putting scenarios at the heart of strategy

Submits that many organizations adopt, unwittingly, the rationalist approach to strategy formulation. Reckons that scenarios provide business planners with means of bringing together apparently unconnected fragments of information into views of the future. Posits organizations that develop scenarios to test their strategies, by virtue of the iterative nature of the process, constantly revisit strategies. Concludes the process of articulating tacit knowledge is a strong component of organizational learning.