Scenario Planning as a Networking Process
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Scenario planning implies the collective participation of a variety of people—experts, strategists, managers—organized in networks to create alternative representations of the future. As a networking process, scenario planning has a sensemaking function to challenge strategic paradigms of organizations and to rethink their internal and external borders. From a longitudinal case study, this article reviews the rise of future studies or prospective in France to show how scenario planning can use networking structures and actually create networks. Among the practical examples of the scenario-building process within an organization, the EDF (French electric company) shows that scenario planning groups are semiformal, and can create a networking activity not limited in time and space. From a more general perspective, scenario planning should evolve by expanding existing networks but also by creating new ones to include small businesses and involve new areas. Information technology could thus support this expansion, but more as a communication tool.
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DOI: 10.1016/S0040-1625(99)00125-0
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<record><TEI><teiHeader><fileDesc><titleStmt><title>Scenario Planning as a Networking Process</title><author><name sortKey="Roubelat, Fabrice" uniqKey="Roubelat F">Fabrice Roubelat</name><affiliation><mods:affiliation></mods:affiliation><wicri:noCountry code="syntax">???</wicri:noCountry></affiliation><affiliation wicri:level="1"><mods:affiliation>E-mail: roubelat@cnam.fr</mods:affiliation><country wicri:rule="url">France</country></affiliation></author></titleStmt><publicationStmt><idno type="RBID">ISTEX:D5346E3A218D68515D00C19B68EC80601B1DD488</idno><date when="2000">2000</date><idno type="doi">10.1016/S0040-1625(99)00125-0</idno><idno type="url">https://api.istex.fr/document/D5346E3A218D68515D00C19B68EC80601B1DD488/fulltext/pdf</idno><idno type="wicri:Area/Istex/Corpus">003B98</idno><idno type="wicri:Area/Istex/Curation">003B98</idno></publicationStmt><seriesStmt><idno type="ISSN">0040-1625</idno></seriesStmt></fileDesc><profileDesc><textClass></textClass></profileDesc></teiHeader><front><div type="abstract" xml:lang="eng">Scenario planning implies the collective participation of a variety of people—experts, strategists, managers—organized in networks to create alternative representations of the future. As a networking process, scenario planning has a sensemaking function to challenge strategic paradigms of organizations and to rethink their internal and external borders. From a longitudinal case study, this article reviews the rise of future studies or prospective in France to show how scenario planning can use networking structures and actually create networks. Among the practical examples of the scenario-building process within an organization, the EDF (French electric company) shows that scenario planning groups are semiformal, and can create a networking activity not limited in time and space. From a more general perspective, scenario planning should evolve by expanding existing networks but also by creating new ones to include small businesses and involve new areas. Information technology could thus support this expansion, but more as a communication tool. </div></front></TEI><istex><corpusName>elsevier</corpusName><pii><json:string>S0040-1625(99)00125-0</json:string></pii><copyrightdate>2000</copyrightdate><author><json:item><name>Fabrice Roubelat</name><affiliations><json:null></json:null><json:string>E-mail: roubelat@cnam.fr</json:string></affiliations></json:item></author><genre></genre><host><pii><json:string>S0040-1625(00)X0043-1</json:string></pii><issn><json:string>0040-1625</json:string></issn><genre></genre><language></language><title>Technological Forecasting & Social Change</title><pubdate>200009</pubdate></host><language></language><abstract>Scenario planning implies the collective participation of a variety of people—experts, strategists, managers—organized in networks to create alternative representations of the future. As a networking process, scenario planning has a sensemaking function to challenge strategic paradigms of organizations and to rethink their internal and external borders. From a longitudinal case study, this article reviews the rise of future studies or prospective in France to show how scenario planning can use networking structures and actually create networks. Among the practical examples of the scenario-building process within an organization, the EDF (French electric company) shows that scenario planning groups are semiformal, and can create a networking activity not limited in time and space. From a more general perspective, scenario planning should evolve by expanding existing networks but also by creating new ones to include small businesses and involve new areas. Information technology could thus support this expansion, but more as a communication tool.</abstract><title>Scenario Planning as a Networking Process</title><pubdate>2000</pubdate><doi><json:string>10.1016/S0040-1625(99)00125-0</json:string></doi><id>D5346E3A218D68515D00C19B68EC80601B1DD488</id><fulltext><json:item><original>true</original><mimetype>application/pdf</mimetype><extension>pdf</extension><uri>https://api.istex.fr/document/D5346E3A218D68515D00C19B68EC80601B1DD488/fulltext/pdf</uri></json:item><json:item><original>true</original><mimetype>text/plain</mimetype><extension>txt</extension><uri>https://api.istex.fr/document/D5346E3A218D68515D00C19B68EC80601B1DD488/fulltext/txt</uri></json:item><json:item><original>false</original><mimetype>application/zip</mimetype><extension>zip</extension><uri>https://api.istex.fr/document/D5346E3A218D68515D00C19B68EC80601B1DD488/fulltext/zip</uri></json:item><istex:fulltextTEI uri="https://api.istex.fr/document/D5346E3A218D68515D00C19B68EC80601B1DD488/fulltext/tei"><teiHeader type="text"><fileDesc><titleStmt><title level="a" type="alt" xml:lang="">Scenario Planning as a Networking Process</title></titleStmt><publicationStmt><authority>ISTEX</authority><publisher>ELSEVIER</publisher><availability><p>Elsevier Science Inc., ©2000</p></availability><date>2000</date></publicationStmt><notesStmt><note type="content">Table 1: A Typology of the Future Expert</note><note type="content">Table 2: Networks and Corporate Scenario Planning in France</note><note type="content">Table 3: Characteristics of Scenario Planning Groups (EDF) [Based on Rojot and Bergman (1989)]</note></notesStmt><sourceDesc><biblStruct type="inbook"><analytic><title level="a" type="main" xml:lang="">Scenario Planning as a Networking Process</title><author><persName><forename type="first">Fabrice</forename><surname>Roubelat</surname></persName><email>roubelat@cnam.fr</email><affiliation></affiliation></author></analytic><monogr><title level="j">Technological Forecasting & Social Change</title><title level="j" type="abbrev">TFS</title><idno type="pISSN">0040-1625</idno><idno type="PII">S0040-1625(00)X0043-1</idno><imprint><publisher>ELSEVIER</publisher><date type="published" when="2000"></date><biblScope unit="vol">65</biblScope><biblScope unit="issue">1</biblScope><biblScope unit="page" from="99">99</biblScope><biblScope unit="page" to="112">112</biblScope></imprint></monogr><idno type="istex">D5346E3A218D68515D00C19B68EC80601B1DD488</idno><idno type="DOI">10.1016/S0040-1625(99)00125-0</idno><idno type="PII">S0040-1625(99)00125-0</idno></biblStruct></sourceDesc></fileDesc><profileDesc><creation><date>2000</date></creation><langUsage><language ident=""></language></langUsage><abstract xml:lang="en"><p>Scenario planning implies the collective participation of a variety of people—experts, strategists, managers—organized in networks to create alternative representations of the future. As a networking process, scenario planning has a sensemaking function to challenge strategic paradigms of organizations and to rethink their internal and external borders. From a longitudinal case study, this article reviews the rise of future studies or prospective in France to show how scenario planning can use networking structures and actually create networks. Among the practical examples of the scenario-building process within an organization, the EDF (French electric company) shows that scenario planning groups are semiformal, and can create a networking activity not limited in time and space. From a more general perspective, scenario planning should evolve by expanding existing networks but also by creating new ones to include small businesses and involve new areas. Information technology could thus support this expansion, but more as a communication tool.</p></abstract></profileDesc><revisionDesc><change when="1999-09-01">Received</change><change when="2000">Published</change></revisionDesc></teiHeader></istex:fulltextTEI></fulltext><metadata><istex:metadataXml wicri:clean="Elsevier converted-article found"><istex:xmlDeclaration>version="1.0" encoding="utf-8"</istex:xmlDeclaration><istex:docType PUBLIC="-//ES//DTD journal article DTD version 4.5.2//EN//XML" URI="art452.dtd" name="istex:docType"></istex:docType><istex:document><converted-article version="4.5.2" docsubtype="fla"><item-info><jid>TFS</jid><aid>5328</aid><ce:pii>S0040-1625(99)00125-0</ce:pii><ce:doi>10.1016/S0040-1625(99)00125-0</ce:doi><ce:copyright type="full-transfer" year="2000">Elsevier Science Inc.</ce:copyright></item-info><head><ce:title>Scenario Planning as a Networking Process</ce:title><ce:author-group><ce:author biographyid="VT1"><ce:given-name>Fabrice</ce:given-name><ce:surname>Roubelat</ce:surname><ce:cross-ref refid="CORR1">*</ce:cross-ref><ce:e-address>roubelat@cnam.fr</ce:e-address></ce:author><ce:correspondence id="CORR1"><ce:label>*</ce:label><ce:text>Address correspondence to F. Roubelat, CNAM-LIPS, 2 rue Conte, 75003 Paris, France. (Tel.: 33-1-40272638; Fax: 33-1-66724242)</ce:text></ce:correspondence></ce:author-group><ce:date-received day="1" month="9" year="1999"></ce:date-received><ce:abstract><ce:section-title>Abstract</ce:section-title><ce:abstract-sec><ce:simple-para>Scenario planning implies the collective participation of a variety of people—experts, strategists, managers—organized in networks to create alternative representations of the future. As a networking process, scenario planning has a sensemaking function to challenge strategic paradigms of organizations and to rethink their internal and external borders. From a longitudinal case study, this article reviews the rise of future studies or <ce:italic>prospective</ce:italic> in France to show how scenario planning can use networking structures and actually create networks. Among the practical examples of the scenario-building process within an organization, the EDF (French electric company) shows that scenario planning groups are semiformal, and can create a networking activity not limited in time and space. From a more general perspective, scenario planning should evolve by expanding existing networks but also by creating new ones to include small businesses and involve new areas. Information technology could thus support this expansion, but more as a communication tool.</ce:simple-para></ce:abstract-sec></ce:abstract></head></converted-article></istex:document></istex:metadataXml><mods version="3.5"><titleInfo><title>Scenario Planning as a Networking Process</title></titleInfo><titleInfo type="alternative"><title>Scenario Planning as a Networking Process</title></titleInfo><name type="personal"><namePart type="given">Fabrice</namePart><namePart type="family">Roubelat</namePart><affiliation></affiliation><affiliation>E-mail: roubelat@cnam.fr</affiliation><role><roleTerm type="text">author</roleTerm></role></name><typeOfResource>text</typeOfResource><originInfo><publisher>ELSEVIER</publisher><dateIssued encoding="w3cdtf">2000</dateIssued><dateCaptured encoding="w3cdtf">1999-09-01</dateCaptured><copyrightDate encoding="w3cdtf">2000</copyrightDate></originInfo><physicalDescription><internetMediaType>text/html</internetMediaType></physicalDescription><abstract lang="eng">Scenario planning implies the collective participation of a variety of people—experts, strategists, managers—organized in networks to create alternative representations of the future. As a networking process, scenario planning has a sensemaking function to challenge strategic paradigms of organizations and to rethink their internal and external borders. From a longitudinal case study, this article reviews the rise of future studies or prospective in France to show how scenario planning can use networking structures and actually create networks. Among the practical examples of the scenario-building process within an organization, the EDF (French electric company) shows that scenario planning groups are semiformal, and can create a networking activity not limited in time and space. From a more general perspective, scenario planning should evolve by expanding existing networks but also by creating new ones to include small businesses and involve new areas. Information technology could thus support this expansion, but more as a communication tool. </abstract><note type="content">Table 1: A Typology of the Future Expert</note><note type="content">Table 2: Networks and Corporate Scenario Planning in France</note><note type="content">Table 3: Characteristics of Scenario Planning Groups (EDF) [Based on Rojot and Bergman (1989)]</note><relatedItem type="host"><titleInfo><title>Technological Forecasting & Social Change</title></titleInfo><titleInfo type="abbreviated"><title>TFS</title></titleInfo><originInfo><dateIssued encoding="w3cdtf">200009</dateIssued></originInfo><identifier type="ISSN">0040-1625</identifier><identifier type="PII">S0040-1625(00)X0043-1</identifier><part><date>2000</date><detail type="volume"><number>65</number><caption>vol.</caption></detail><detail type="issue"><number>1</number><caption>no.</caption></detail><extent unit="issue pages"><start>1</start><end>124</end></extent></part></relatedItem><relatedItem type="references" displayLabel="BIB1"><note type="reference">Lesourne, J.: Un art Difficile pour l'Enterprise: Réfléchir pour Agir, in La prospective Stratégique d'Enterprise: Concepts et Études de Cas. 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