The important thing is not how much we don’t know,
as how wrong we are in what we think we do know.

Mark Twain

COLLABORATING WITH SHELL – THE DIGITALISATION OF SOCIETY SCENARIOS SKETCH

|Thursday, 14 November 2019

Capful at the launch of Shell Scenario Sketches in Web Summit in Lisbon, November 4-7, 2019.

 

 

This year Capful and Shell collaborated on an ambitious scenario project exploring the impact of Digitalisation on Society. The project set a goal to explore alternative futures moulded by forces of digitalisation. As digitalisation is intertwined in all aspects of life, the project formed around several workstreams including ethics, governance, health, work, economics, education and production.

 

Top experts took the journey into the future and explored drivers that may dictate how different futures might unfold. Capful and Shell analysed over 40 uncertainty factors. To further analyse the plurality of these uncertainties influencing factors, Capful’s Scenario BuilderTM was used to understand the interconnections between the various factors. This analysis provided a multidimensional view of possible futures.

 

The method was flexible and based on learning: accumulated learnings from different workstreams were used to complement each other in order to capture the full complexity of the operating environment. The Scenario Builder BuilderTM makes the process both effective and reliable.

Read more about the scenarios from Shell’s website.

 

How could digital technologies affect the world in the years ahead? Scenario launch at Web Summit:

 

For more information please contact:

  • arto
    Arto Kaunonen

    Founder, Senior Partner, M.Ed., MBA

    +358 50 356 0717

    arto.kaunonen(at)capful.fi

     

  • laura
    Laura Vuorelma

    Senior Consultant, M.Sc. (B. A.)

    +358 50 464 2735

    laura.vuorelma(at)capful.fi

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Master’s Thesis: Generation of strategic growth alternatives – Empirical evidence from large companies listed on NASDAQ OMX Helsinki

Tuomas Paananen, Aalto University School of Business|Thursday, 22 December 2016

“The investor of today does not profit from yesterday’s growth.” – Warren Buffett

In order to serve the underlying purpose of any business, to make a profit for its shareholders, companies regardless of size, industry or geographical location need to consider and seek growth. However, creating growth is not a simple task but requires thorough thinking and decision making from top executives steering their businesses.

Objective of the study

The objective of this study is to find out the factors or approaches that companies take into consideration when generating strategic growth alternatives. Also the sources of these inputs are examined. In addition, the study aims to address the ways in which the growth alternatives are communicated to the decision makers.

Methodology

The theoretical foundation of this thesis lies on rational strategic decision making and strategic growth alternatives. The empirical data for the study was gathered from 13 semi-structured thematic interviews with top level executives responsible for strategy in their organizations. At the time of the research, all the companies were listed on NASDAQ OMX Helsinki and had a market capitalization in excess of 250 million euros. The interviewed strategy executives represented the following companies: TeliaSonera, Neste Oil, Elisa, Cargotec, Valmet, Tieto, Sanoma, Aktia, Oriola-KD, Basware, F-Secure, Finnair and Lemminkäinen. The interviews were interpreted through thematic analysis using a systematic coding process. Data collection and data analysis were conducted as an iterative process building on the theoretical framework constructed based on earlier research on the topic.

Findings

Generation of strategic growth alternatives is a multi-dimensional process including various inputs. Based on the findings, the outside-in approach, in which external operating environment is essential, is emphasized when creating strategic growth alternatives. Especially customers are seen as an invaluable source for growth opportunities. High priority factors from the external environment are also market growth and the competitive field. In addition, the relevance of widely discussed static positioning strategies seems to be eroding. Core competencies, capabilities and even organizational culture are replacing the older underpinnings when it comes to new business development. Growth generation needs to be continuous – not tied to the calendar year.

 

Keywords: strategic management, strategic decision making, new business development, strategic
growth alternatives, growth, NASDAQ OMX Helsinki

Download the full article.

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