“Scenario planning” has become boardroom shorthand for preparation to deal with the unknowable. It’s a practice that is never more vital than in wartime, when a sea mine, cyberattack, or sanction can reroute supply chains overnight and send energy prices soaring.
Instead of betting on one forecast about how events will unfold, the most resilient CEOs are now rehearsing several plausible futures at...
The article presents a call to action for CEOs to adopt a wartime mindset in response to the ongoing global uncertainties, drawing parallels between the current geopolitical climate and the COVID-19 pandemic. The article advocates for a more human and transparent leadership style, positioning vulnerability as a strength for CEOs.
Patterns detected: ARC-0024 Ambiguity (The article suggests a parallel between the COVID-19 pandemic and the ongoing war in the Middle East, but it is not explicitly cl...