Anticipating strategic surprise
Futurist and business strategist Peter Schwartz discussed how it is that
organisations of all kinds can find themselves on the wrong end of a major
strategic surprise, what can be done to avoid this and some of the key
drivers and trends already apparent that are likely to create
tomorrow's inevitable surprises.
Peter Schwartz is cofounder and chairman of Global Business Network, a
Monitor Group company, and an internationally renowned futurist and
business strategist. Peter previously headed scenario planning for the
Royal Dutch/Shell Group of companies in London, directed the Strategic
Environment Centre at SRI International and has written a number of books
on the subject of strategy, scenario planning and formulating policy for an
uncertain world, including The Art of the Long View (1991), The Long Boom
(1999), When Good Companies Do Bad Things (1999), China's Futures
(2001) and Inevitable Surprises (Gotham, 2003). He publishes and lectures
widely and served as a script consultant on the films "The Minority
Report," "Deep Impact," "Sneakers," and "War Games." Peter is also a member
of the Council on Foreign Relations and on the board of trustees of Human
Rights Watch.
