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Quest Training

Scenario Planning & Strategic Foresight Training Course

Teaches how to scan trends and uncertainties, build plausible alternative futures and use those scenarios to test strategy and prepare the organization.

SMCS · Strategic Management & Corporate StrategyAll Levels#1316ClassroomEnglish , Arabic
Duration
5 Days
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Free substitution at any time · 30+ days' notice: full refund minus 10%. Cancellation policy

Sectors:Business, Management & LeadershipCategories:Strategic Management & Corporate Strategy

Course Overview

The Scenario Planning & Strategic Foresight Training Course is a professional program designed to help executives, managers, strategists, planners, and business professionals understand uncertainty, anticipate emerging developments, and prepare their organizations for multiple possible futures. Rather than attempting to predict one definitive future, the course develops the ability to identify alternative future conditions, assess their potential implications, and build strategic responses that improve organizational preparedness and resilience. In rapidly changing environments, organizations face interconnected economic, technological, regulatory, geopolitical, social, environmental, and industry developments. Traditional planning approaches may be insufficient when assumptions can change significantly over time. Strategic foresight provides a structured approach for exploring what could happen, while scenario planning enables organizations to test strategies and decisions against different plausible futures. This course brings these disciplines together into a practical framework for long-term strategic thinking and decision-making. Participants will learn how to identify trends, drivers of change, uncertainties, weak signals, emerging issues, and critical assumptions that may influence future organizational performance. The course introduces practical techniques for environmental scanning, horizon scanning, trend analysis, uncertainty mapping, scenario development, strategic implications analysis, scenario testing, and strategic response planning. Participants will also examine how to distinguish between predictable developments and areas of genuine uncertainty that require alternative strategic responses. The Scenario Planning & Strategic Foresight Training Course is suitable for government entities, ministries, public sector organizations, banks and financial institutions, oil and gas organizations, and large corporations. Through practical exercises, case discussions, scenario-building workshops, and a final strategic foresight exercise, participants will develop the capability to challenge assumptions, recognize emerging opportunities and risks, strengthen strategic preparedness, and support more resilient long-term organizational decisions.

Learning Objectives

  • Analyze major trends, drivers of change, emerging issues, and uncertainties that may influence organizational performance during the course.
  • Evaluate internal and external factors that could create alternative future operating environments for the organization.
  • Apply environmental scanning, horizon scanning, trend analysis, and uncertainty assessment techniques to identify relevant future developments.
  • Identify critical uncertainties and distinguish them from relatively predictable trends and established assumptions.
  • Develop plausible and logically consistent future scenarios using structured scenario planning methodologies.
  • Assess the potential strategic, operational, financial, technological, and organizational implications of alternative scenarios.
  • Challenge existing organizational assumptions and evaluate their relevance under different future conditions.
  • Design strategic responses and contingency options that can improve organizational preparedness and resilience.
  • Apply scenario testing techniques to evaluate the robustness of existing strategies, policies, plans, and major decisions.
  • Develop early-warning indicators and monitoring mechanisms for identifying changes in the external environment.
  • Strengthen strategic foresight capabilities by integrating future-oriented thinking into organizational planning and decision-making.
  • Prepare a practical scenario planning and strategic foresight action plan that can be adapted to the participant’s organizational environment.

Who Should Attend

The Scenario Planning & Strategic Foresight Training Course is designed for executives, strategic planning directors, corporate strategy managers, business planning professionals, policy planners, organizational development leaders, transformation managers, business development managers, risk managers, enterprise risk professionals, investment and planning specialists, and senior decision makers responsible for preparing organizations for future challenges and opportunities. The course is particularly relevant to professionals working in government entities, ministries, public sector organizations, banks and financial institutions, oil and gas organizations, energy companies, large corporations, and organizations operating in highly regulated or rapidly changing environments. It is also suitable for specialists in strategy, policy, planning, risk management, business intelligence, economics, research, innovation, sustainability, technology, transformation, and performance management. The program is valuable for managers and professionals who contribute to long-term planning, strategic reviews, policy development, investment decisions, organizational transformation, business continuity, risk assessment, market analysis, and strategic decision-making, particularly where uncertainty and external change can materially affect organizational priorities.

Learning Outcomes

  • Identify significant trends, emerging issues, weak signals, and external drivers that may affect the organization’s future.
  • Conduct structured environmental and horizon scanning to support future-oriented strategic analysis.
  • Distinguish trends, uncertainties, assumptions, risks, opportunities, and potential disruptive developments.
  • Map key drivers of change and assess their potential influence on organizational strategy and performance.
  • Develop multiple plausible future scenarios using a structured and evidence-informed approach.
  • Analyze the implications of alternative scenarios for strategy, operations, resources, investments, policies, and organizational capabilities.
  • Test existing strategies and plans against alternative future conditions to identify vulnerabilities and areas requiring adaptation.
  • Develop strategic options, contingency measures, and flexible responses for different future scenarios.
  • Establish early-warning indicators that can help management identify changes in the external environment.
  • Integrate strategic foresight and scenario planning into corporate strategy, business planning, risk management, and decision-making processes.
  • Facilitate structured discussions that challenge conventional assumptions and encourage longer-term strategic thinking.
  • Prepare and present a practical scenario planning framework and strategic response plan for a selected organizational challenge.

Course Outline

Course Outline:

Day 1

Foundations of Strategic Foresight and Future-Oriented Thinking

  • Understanding strategic foresight and its role in organizational strategy
  • Strategic foresight versus forecasting, prediction, strategic planning, and risk management
  • The importance of thinking beyond short-term organizational planning
  • Understanding alternative futures: possible, plausible, probable, and preferable futures
  • Drivers of change and their influence on organizations
  • Political, economic, social, technological, environmental, and regulatory change
  • Identifying emerging issues and early signals of change
  • Understanding uncertainty, complexity, disruption, and systemic change
  • Challenging organizational assumptions and conventional thinking
  • Developing a future-oriented organizational mindset
  • Practical application or discussion: Conducting an initial strategic foresight assessment of a selected organization and identifying key drivers of future change
Day 2

Environmental Scanning, Trends, Drivers, and Critical Uncertainties

  • Principles of environmental scanning and horizon scanning
  • Identifying relevant macroeconomic, industry, technological, regulatory, and societal trends
  • Distinguishing trends from temporary developments and emerging signals
  • Trend analysis and assessment of potential organizational implications
  • Identifying drivers of change and their relationships
  • Mapping forces shaping future operating environments
  • Identifying critical uncertainties and high-impact developments
  • Assessing assumptions, dependencies, vulnerabilities, and potential disruptions
  • Building uncertainty and impact matrices
  • Prioritizing trends and drivers according to relevance, impact, and uncertainty
  • Developing structured approaches for continuous monitoring of change
  • Practical application or discussion: Creating a drivers-of-change map and identifying the critical uncertainties most relevant to a selected organization
Day 3

Scenario Development and Scenario Architecture

  • Principles and characteristics of effective scenario planning
  • Selecting the strategic question or decision to be explored
  • Defining the scenario planning time horizon
  • Identifying the most influential drivers and uncertainties
  • Building scenario frameworks and scenario axes
  • Developing alternative and internally consistent future scenarios
  • Creating scenario narratives and defining future operating conditions
  • Testing scenarios for plausibility, relevance, coherence, and strategic value
  • Identifying implications for markets, customers, stakeholders, resources, technology, operations, and organizational capabilities
  • Avoiding common scenario planning weaknesses and cognitive biases
  • Using scenario workshops to generate diverse perspectives
  • Practical application or discussion: Developing a set of plausible future scenarios for a real organizational challenge and presenting their key characteristics
Day 4

Strategic Implications, Scenario Testing, and Organizational Resilience

  • Translating scenarios into strategic implications
  • Assessing the impact of alternative futures on existing strategies and plans
  • Scenario testing of major strategic decisions and organizational priorities
  • Identifying strategy vulnerabilities and critical dependencies
  • Developing strategic options for different future conditions
  • Building contingency plans and adaptive strategic responses
  • Identifying no-regret actions that create value across multiple scenarios
  • Developing early-warning indicators and trigger points
  • Linking scenario planning with enterprise risk management and business continuity
  • Strengthening organizational resilience and strategic agility
  • Integrating scenario insights into resource allocation, investment decisions, and business planning
  • Practical application or discussion: Stress-testing an existing strategy against alternative scenarios and developing strategic responses for each future condition
Day 5

Strategic Foresight Integration and Future Strategy Workshop

  • Integrating strategic foresight into corporate and organizational strategy
  • Linking scenario planning with strategic planning and business planning
  • Establishing strategic foresight governance and responsibilities
  • Creating a practical horizon scanning and future-monitoring process
  • Developing early-warning systems and management indicators
  • Embedding scenario thinking into executive decision-making
  • Communicating future scenarios and strategic implications to senior management
  • Managing uncertainty through flexible strategies and adaptive planning
  • Identifying strategic priorities that remain relevant across multiple futures
  • Developing organizational capabilities for long-term preparedness
  • Reviewing the relationship between foresight, innovation, risk, resilience, and strategic execution
  • Final workshop, action plan, or implementation exercise: Developing and presenting an integrated Scenario Planning & Strategic Foresight framework covering future drivers, critical uncertainties, scenarios, strategic implications, early-warning indicators, strategic responses, and implementation priorities

Upcoming Dates

Selected date

Madinah · 30 Nov – 4 Dec 2026 · Classroom

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CityDatesPrice per ParticipantEarly Bird
MarrakeshScheduled
2 – 6 Nov 2026€4,300—
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BarcelonaScheduled
2 – 6 Nov 2026€5,400—
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IstanbulScheduled
2 – 6 Nov 2026€4,700—
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MilanScheduled
9 – 13 Nov 2026€6,000—
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Kuala LumpurScheduled
9 – 13 Nov 2026€4,400—
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CairoScheduled
9 – 13 Nov 2026€3,300—
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CasablancaScheduled
16 – 20 Nov 2026€4,300—
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MunichScheduled
16 – 20 Nov 2026€5,400—
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LisbonScheduled
16 – 20 Nov 2026€5,400—
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DammamScheduled
23 – 27 Nov 2026€4,200€3,780until 2 Nov
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MuscatScheduled
23 – 27 Nov 2026€5,300€4,770until 2 Nov
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LondonScheduled
23 – 27 Nov 2026€5,600€5,040until 2 Nov
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OnlineScheduled
29 Nov – 3 Dec 2026€1,700€1,530until 9 Nov
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MadinahScheduled
30 Nov – 4 Dec 2026€4,200€3,780until 9 Nov
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DohaScheduled
30 Nov – 4 Dec 2026€4,400€3,960until 9 Nov
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DubaiScheduled
6 – 10 Dec 2026€4,400€3,960until 16 Nov
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ParisScheduled
7 – 11 Dec 2026€5,700€5,130until 16 Nov
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MadridScheduled
7 – 11 Dec 2026€5,400€4,860until 16 Nov
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RomeScheduled
14 – 18 Dec 2026€5,800€5,220until 23 Nov
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MakkahScheduled
14 – 18 Dec 2026€4,200€3,780until 23 Nov
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AmsterdamScheduled
14 – 18 Dec 2026€5,400€4,860until 23 Nov
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FrankfurtScheduled
14 – 18 Dec 2026€5,800€5,220until 23 Nov
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GenevaScheduled
21 – 25 Dec 2026€6,300€5,670until 30 Nov
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ManamaScheduled
21 – 25 Dec 2026€4,700€4,230until 30 Nov
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BakuScheduled
21 – 25 Dec 2026€4,800€4,320until 30 Nov
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IstanbulScheduled
28 Dec 2026 – 1 Jan 2027€4,700€4,230until 7 Dec
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MarrakeshScheduled
28 Dec 2026 – 1 Jan 2027€4,300€3,870until 7 Dec
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BarcelonaScheduled
28 Dec 2026 – 1 Jan 2027€5,400€4,860until 7 Dec
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Kuala LumpurScheduled
4 – 8 Jan 2027€4,400€3,960until 14 Dec
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CairoScheduled
4 – 8 Jan 2027€3,300€2,970until 14 Dec
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Available in: Istanbul · Dubai · London · Doha · Amsterdam

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