Market conditions are changing fast, while the demand for profitable growth is higher than ever. As markets change by the day, the winners of tomorrow are companies who dare to focus on growth by making choices based on a number of possible and plausible scenarios. In this webinar, we will share our perspectives on how to best respond to changing markets and identify relevant growth pockets. We will elaborate on how to identify, verify and select relevant scenarios, define growth options and start taking action.

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THE RESPONSE TO A HIGH
DEGREE OF UNCERTAINTY IS TO
PLAN FOR A NUMBER OF POSSIBLE
AND PLAUSIBLE SCENARIOS

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GROWING IN ADVERSITY
IS ALL ABOUT SCENARIOS
POLL
Future?
Which potential and
plausible scenarios could
unfold in the near future?
Consequences?
Which consequences would
each scenario have on e.g. your
customers and business?
Actions?
How should you act to
gain the most from every
potential scenario?
Is growth on the agenda for your
management meetings right now?

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MAPPINGTHE FUTURE
Uncertainty has skyrocketed, and decision-
making should be driven by scenarios
Identify scenarios
based on impact
and likelihood

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IDENTIFYINGSCENARIOS
Be iterative
Identifying
• Identify driving forces for changes.
• Create a two by two with the two most
critical and independent driving forces.
• Map the possible scenarios.

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THE CONSEQUENCES
OF THE FUTURE
Uncertainty has skyrocketed, and decision-
making should be driven by scenarios
Create narratives
around each
scenario

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UNDERSTANDING
CONSEQUENCES
Be realistic
Storytelling
• Build scenario narratives which stretch your thinking.
• Describe the future conditions for the scenarios.
• Use mood boards and classic storytelling techniques.

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TAKINGACTION
Taking decisive action to soften the
economic shock requires understanding of
the impact on your business
Analyse the
business
consequences for
each scenario
Decide on actions
to take to grow in
each scenario

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PROACTIVENESS
FOR GROWTH
Be decisive
Analysing
• Analyse the business impact in
each scenario (implications).
• Analyse how customers and
competitors will react.
• Consider other effects in the
organisation and the external
environment.
Taking action
• Consider the different options for
action in each scenario.
• Decide how to place your bet on the
scenarios.

10. Use a pragmatic approach that is also systematic to generate, overview and
prioritize growth ideas… What would you do in different scenarios
APPROACH PURPOSE
FINDING GETTING GROWING KEEPING
NEW VALUE CHAIN COMPOSITION
(BUSINESS MODEL)
NEW INDUSTRYSTRUCTURE
(CONSOLIDATION OR SPLIT)
NEW GEOGRAPHIES
NEW DELIVERYAPPROACH (DISTRIBUTION)
NEW PRODUCTSAND SERVICES
EXISTING PRODUCTS TO NEW CUSTOMERS
EXISTING PRODUCTS TO EXISTING CUSTOMERS
BE PRAGMATICAND SYSTEMATIC
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