Acknowledgements. Contributors to the Second Edition. Foreword. PART I Introduction. Chapter 1: The Development of Scenario Planning. Chapter 2: Where Are We Now?. Chapter 3: ICL's Experience of Building Scenarios for Strategic Planning. Chapter 4: Linking Scenarios to Strategic Planning. Chapter 5: Scenarios to Influence Public Attitudes. Chapter 6: Scenarios for Learning. Chapter 7: Summary and Conclusions. PART II METHODS AND EXAMPLES. Computer-Driven Simulations, e.g. Stratx. The European Commission's Methodology. The French School. Generon Consulting. GBN Global Business Network. International Futures and the Terra Project. SAMI Consulting. SCMl. SRI Consulting Business Intelligence. The Amington Institute. The Millennium Project. Futures Data. PART III CASE STUDIES. AMA: Roadmap to Utopia. British Airways. Cable & Wireless Experience. Diabetes 2020: Designing New Business Models for Prevention and Treatment. Electrolux: Developing New Business Streams. European Commission: Using Scenarios to Great Common Understanding across Different Cultures. Finland: A Long-term View. KRONE: Scanning the Horizon. Morgan Stanley in Japan, 2002. Pharma Futures: Multistakeholder Scenario Planning for the Global Pharmaceutical Industry through 2015. Shell's Planning System in the 1990s. Surrey Vision 2020. The UK National Health Service. United Distillers' Experience: Investigating Market Potential. PART IV EXAMPLES OF SCENARIOS. Scenarios Developed by ICL - Mark I. Scenarios Developed by ICL - Mark II. Scenarios for the Telecom Supply Industry. The Hemingford Scenarios. Scenarios for the Future of Biosciences in 2020 and Beyond. Scenarios for Organisations in the Twenty-first Century. Scenarios for Scotland. Shell Global Scenarios to 2025. The Challenge Forum Global Scenarios for 2025. Z/Yen Scenarios for Voluntary-Sector Organisations. Bibliography. Index.
After research at the University of California, Berkeley and as a Fellow at Somerville College, Oxford, Gill Ringland had a career in the IT industry. After roles in software houses, process control and semiconductor companies, she joined ICL. There she was responsible for building a GBP3bn new business over five years. As Head of Strategy she used scenarios to understand the complexities of the Information & Communications industry and map ICL's future. Gill is a past Member of SRC's Computing Science Committee and of the Council of the Economic and Social Research Council. She is a Court Assistant of the Information Technologists Livery Company, an ICL Fellow Emeritus, a Fellow of the British Computer Society and Graduate of Stanford's Senior Executive Program. Since 2002 Gill has written and consulted widely as Fellow and Chief Executive of St Andrews Management Institute (SAMI). She is the author of three books - Scenario Planning, Scenarios in Business and Scenarios in Public Policy - all published by Wiley. Scenarios in Marketing, co-authored with Laurie Young, is currently in preparation.