The Art of the Long View: Planning for the Future in an Uncertain World

By:  Peter Schwartz Publisher:   Media:  Paperback Availability:  Usually dispatched within 24 hours

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The Long View: Macro and Micro Perspectives
Founder and chairman of the Global Business Network, Schwartz is one of the world's leading futurists. As also indicated in the more recently published The Long Boom, his writing is as clear and crisp as his thinking. Schwartz's comments and suggestions are anchored in extensive real-world experience. His objective is to explain the process of what he calls "scenario-building" which enables managers to "invent and then consider, in depth, several varied stories of equally plausible futures" so that they can make (in his words) "strategic decisions that will be sound for all plausible futures. No matter what future takes place, you are much more likely to be ready for it -- and influential in it -- if you have thought seriously about scenarios."

Managers of companies (regardless of size or nature) are already aware of constant change within their competitive marketplace. Recent developments, notably use of the Internet to expedite globalization, suggest that change will occur progressively faster and have progressively greater impact, both positive and negative.

Meanwhile, for obvious reasons, managers of companies face daily situations and circumstances which require immediate attention and, more often than not, they must quickly make decisions which have profound implications. As a result managers find it very difficult to see "the larger picture", to maintain a "long-term perspective."

Schwartz suggests how. Like Drucker, he avoids making predictions. Rather, he helps his reader to formulate the degree of probability of certain events yet to occur...and then to prepare accordingly.

The Long View: Macro and Micro Perspectives
Founder and chairman of the Global Business Network, Schwartz is one of the world's leading futurists. As also indicated in the more recently published The Long Boom, his writing is as clear and crisp as his thinking. Schwartz's comments and suggestions are anchored in extensive real-world experience. His objective is to explain the process of what he calls "scenario-building" which enables managers to "invent and then consider, in depth, several varied stories of equally plausible futures" so that they can make (in his words) "strategic decisions that will be sound for all plausible futures. No matter what future takes place, you are much more likely to be ready for it -- and influential in it -- if you have thought seriously about scenarios."

Managers of companies (regardless of size or nature) are already aware of constant change within their competitive marketplace. Recent developments, notably use of the Internet to expedite globalization, suggest that change will occur progressively faster and have progressively greater impact, both positive and negative.

Meanwhile, for obvious reasons, managers of companies face daily situations and circumstances which require immediate attention and, more often than not, they must quickly make decisions which have profound implications. As a result managers find it very difficult to see "the larger picture", to maintain a "long-term perspective."

Schwartz suggests how. Like Drucker, he avoids making predictions. Rather, he helps his reader to formulate the degree of probability of certain events yet to occur...and then to prepare accordingly.

The Long View: Macro and Micro Perspectives
Founder and chairman of the Global Business Network, Schwartz is one of the world's leading futurists. As also indicated in the more recently published The Long Boom, his writing is as clear and crisp as his thinking. Schwartz's comments and suggestions are anchored in extensive real-world experience. His objective is to explain the process of what he calls "scenario-building" which enables managers to "invent and then consider, in depth, several varied stories of equally plausible futures" so that they can make (in his words) "strategic decisions that will be sound for all plausible futures. No matter what future takes place, you are much more likely to be ready for it -- and influential in it -- if you have thought seriously about scenarios."

Managers of companies (regardless of size or nature) are already aware of constant change within their competitive marketplace. Recent developments, notably use of the Internet to expedite globalization, suggest that change will occur progressively faster and have progressively greater impact, both positive and negative.

Meanwhile, for obvious reasons, managers of companies face daily situations and circumstances which require immediate attention and, more often than not, they must quickly make decisions which have profound implications. As a result managers find it very difficult to see "the larger picture", to maintain a "long-term perspective."

Schwartz suggests how. Like Drucker, he avoids making predictions. Rather, he helps his reader to formulate the degree of probability of certain events yet to occur...and then to prepare accordingly.

The Long View: Macro and Micro Perspectives
Founder and chairman of the Global Business Network, Schwartz is one of the world's leading futurists. As also indicated in the more recently published The Long Boom, his writing is as clear and crisp as his thinking. Schwartz's comments and suggestions are anchored in extensive real-world experience. His objective is to explain the process of what he calls "scenario-building" which enables managers to "invent and then consider, in depth, several varied stories of equally plausible futures" so that they can make (in his words) "strategic decisions that will be sound for all plausible futures. No matter what future takes place, you are much more likely to be ready for it -- and influential in it -- if you have thought seriously about scenarios."

Managers of companies (regardless of size or nature) are already aware of constant change within their competitive marketplace. Recent developments, notably use of the Internet to expedite globalization, suggest that change will occur progressively faster and have progressively greater impact, both positive and negative.

Meanwhile, for obvious reasons, managers of companies face daily situations and circumstances which require immediate attention and, more often than not, they must quickly make decisions which have profound implications. As a result managers find it very difficult to see "the larger picture", to maintain a "long-term perspective."

Schwartz suggests how. Like Drucker, he avoids making predictions. Rather, he helps his reader to formulate the degree of probability of certain events yet to occur...and then to prepare accordingly.

The Long View: Macro and Micro Perspectives
Founder and chairman of the Global Business Network, Schwartz is one of the world's leading futurists. As also indicated in the more recently published The Long Boom, his writing is as clear and crisp as his thinking. Schwartz's comments and suggestions are anchored in extensive real-world experience. His objective is to explain the process of what he calls "scenario-building" which enables managers to "invent and then consider, in depth, several varied stories of equally plausible futures" so that they can make (in his words) "strategic decisions that will be sound for all plausible futures. No matter what future takes place, you are much more likely to be ready for it -- and influential in it -- if you have thought seriously about scenarios."

Managers of companies (regardless of size or nature) are already aware of constant change within their competitive marketplace. Recent developments, notably use of the Internet to expedite globalization, suggest that change will occur progressively faster and have progressively greater impact, both positive and negative.

Meanwhile, for obvious reasons, managers of companies face daily situations and circumstances which require immediate attention and, more often than not, they must quickly make decisions which have profound implications. As a result managers find it very difficult to see "the larger picture", to maintain a "long-term perspective."

Schwartz suggests how. Like Drucker, he avoids making predictions. Rather, he helps his reader to formulate the degree of probability of certain events yet to occur...and then to prepare accordingly.

The Long View: Macro and Micro Perspectives
Founder and chairman of the Global Business Network, Schwartz is one of the world's leading futurists. As also indicated in the more recently published The Long Boom, his writing is as clear and crisp as his thinking. Schwartz's comments and suggestions are anchored in extensive real-world experience. His objective is to explain the process of what he calls "scenario-building" which enables managers to "invent and then consider, in depth, several varied stories of equally plausible futures" so that they can make (in his words) "strategic decisions that will be sound for all plausible futures. No matter what future takes place, you are much more likely to be ready for it -- and influential in it -- if you have thought seriously about scenarios."

Managers of companies (regardless of size or nature) are already aware of constant change within their competitive marketplace. Recent developments, notably use of the Internet to expedite globalization, suggest that change will occur progressively faster and have progressively greater impact, both positive and negative.

Meanwhile, for obvious reasons, managers of companies face daily situations and circumstances which require immediate attention and, more often than not, they must quickly make decisions which have profound implications. As a result managers find it very difficult to see "the larger picture", to maintain a "long-term perspective."

Schwartz suggests how. Like Drucker, he avoids making predictions. Rather, he helps his reader to formulate the degree of probability of certain events yet to occur...and then to prepare accordingly.

The Long View: Macro and Micro Perspectives
Founder and chairman of the Global Business Network, Schwartz is one of the world's leading futurists. As also indicated in the more recently published The Long Boom, his writing is as clear and crisp as his thinking. Schwartz's comments and suggestions are anchored in extensive real-world experience. His objective is to explain the process of what he calls "scenario-building" which enables managers to "invent and then consider, in depth, several varied stories of equally plausible futures" so that they can make (in his words) "strategic decisions that will be sound for all plausible futures. No matter what future takes place, you are much more likely to be ready for it -- and influential in it -- if you have thought seriously about scenarios."

Managers of companies (regardless of size or nature) are already aware of constant change within their competitive marketplace. Recent developments, notably use of the Internet to expedite globalization, suggest that change will occur progressively faster and have progressively greater impact, both positive and negative.

Meanwhile, for obvious reasons, managers of companies face daily situations and circumstances which require immediate attention and, more often than not, they must quickly make decisions which have profound implications. As a result managers find it very difficult to see "the larger picture", to maintain a "long-term perspective."

Schwartz suggests how. Like Drucker, he avoids making predictions. Rather, he helps his reader to formulate the degree of probability of certain events yet to occur...and then to prepare accordingly.

The Long View: Macro and Micro Perspectives
Founder and chairman of the Global Business Network, Schwartz is one of the world's leading futurists. As also indicated in the more recently published The Long Boom, his writing is as clear and crisp as his thinking. Schwartz's comments and suggestions are anchored in extensive real-world experience. His objective is to explain the process of what he calls "scenario-building" which enables managers to "invent and then consider, in depth, several varied stories of equally plausible futures" so that they can make (in his words) "strategic decisions that will be sound for all plausible futures. No matter what future takes place, you are much more likely to be ready for it -- and influential in it -- if you have thought seriously about scenarios."

Managers of companies (regardless of size or nature) are already aware of constant change within their competitive marketplace. Recent developments, notably use of the Internet to expedite globalization, suggest that change will occur progressively faster and have progressively greater impact, both positive and negative.

Meanwhile, for obvious reasons, managers of companies face daily situations and circumstances which require immediate attention and, more often than not, they must quickly make decisions which have profound implications. As a result managers find it very difficult to see "the larger picture", to maintain a "long-term perspective."

Schwartz suggests how. Like Drucker, he avoids making predictions. Rather, he helps his reader to formulate the degree of probability of certain events yet to occur...and then to prepare accordingly.

The Long View: Macro and Micro Perspectives
Founder and chairman of the Global Business Network, Schwartz is one of the world's leading futurists. As also indicated in the more recently published The Long Boom, his writing is as clear and crisp as his thinking. Schwartz's comments and suggestions are anchored in extensive real-world experience. His objective is to explain the process of what he calls "scenario-building" which enables managers to "invent and then consider, in depth, several varied stories of equally plausible futures" so that they can make (in his words) "strategic decisions that will be sound for all plausible futures. No matter what future takes place, you are much more likely to be ready for it -- and influential in it -- if you have thought seriously about scenarios."

Managers of companies (regardless of size or nature) are already aware of constant change within their competitive marketplace. Recent developments, notably use of the Internet to expedite globalization, suggest that change will occur progressively faster and have progressively greater impact, both positive and negative.

Meanwhile, for obvious reasons, managers of companies face daily situations and circumstances which require immediate attention and, more often than not, they must quickly make decisions which have profound implications. As a result managers find it very difficult to see "the larger picture", to maintain a "long-term perspective."

Schwartz suggests how. Like Drucker, he avoids making predictions. Rather, he helps his reader to formulate the degree of probability of certain events yet to occur...and then to prepare accordingly.

The Long View: Macro and Micro Perspectives
Founder and chairman of the Global Business Network, Schwartz is one of the world's leading futurists. As also indicated in the more recently published The Long Boom, his writing is as clear and crisp as his thinking. Schwartz's comments and suggestions are anchored in extensive real-world experience. His objective is to explain the process of what he calls "scenario-building" which enables managers to "invent and then consider, in depth, several varied stories of equally plausible futures" so that they can make (in his words) "strategic decisions that will be sound for all plausible futures. No matter what future takes place, you are much more likely to be ready for it -- and influential in it -- if you have thought seriously about scenarios."

Managers of companies (regardless of size or nature) are already aware of constant change within their competitive marketplace. Recent developments, notably use of the Internet to expedite globalization, suggest that change will occur progressively faster and have progressively greater impact, both positive and negative.

Meanwhile, for obvious reasons, managers of companies face daily situations and circumstances which require immediate attention and, more often than not, they must quickly make decisions which have profound implications. As a result managers find it very difficult to see "the larger picture", to maintain a "long-term perspective."

Schwartz suggests how. Like Drucker, he avoids making predictions. Rather, he helps his reader to formulate the degree of probability of certain events yet to occur...and then to prepare accordingly.

The Long View: Macro and Micro Perspectives
Founder and chairman of the Global Business Network, Schwartz is one of the world's leading futurists. As also indicated in the more recently published The Long Boom, his writing is as clear and crisp as his thinking. Schwartz's comments and suggestions are anchored in extensive real-world experience. His objective is to explain the process of what he calls "scenario-building" which enables managers to "invent and then consider, in depth, several varied stories of equally plausible futures" so that they can make (in his words) "strategic decisions that will be sound for all plausible futures. No matter what future takes place, you are much more likely to be ready for it -- and influential in it -- if you have thought seriously about scenarios."

Managers of companies (regardless of size or nature) are already aware of constant change within their competitive marketplace. Recent developments, notably use of the Internet to expedite globalization, suggest that change will occur progressively faster and have progressively greater impact, both positive and negative.

Meanwhile, for obvious reasons, managers of companies face daily situations and circumstances which require immediate attention and, more often than not, they must quickly make decisions which have profound implications. As a result managers find it very difficult to see "the larger picture", to maintain a "long-term perspective."

Schwartz suggests how. Like Drucker, he avoids making predictions. Rather, he helps his reader to formulate the degree of probability of certain events yet to occur...and then to prepare accordingly.

The Long View: Macro and Micro Perspectives
Founder and chairman of the Global Business Network, Schwartz is one of the world's leading futurists. As also indicated in the more recently published The Long Boom, his writing is as clear and crisp as his thinking. Schwartz's comments and suggestions are anchored in extensive real-world experience. His objective is to explain the process of what he calls "scenario-building" which enables managers to "invent and then consider, in depth, several varied stories of equally plausible futures" so that they can make (in his words) "strategic decisions that will be sound for all plausible futures. No matter what future takes place, you are much more likely to be ready for it -- and influential in it -- if you have thought seriously about scenarios."

Managers of companies (regardless of size or nature) are already aware of constant change within their competitive marketplace. Recent developments, notably use of the Internet to expedite globalization, suggest that change will occur progressively faster and have progressively greater impact, both positive and negative.

Meanwhile, for obvious reasons, managers of companies face daily situations and circumstances which require immediate attention and, more often than not, they must quickly make decisions which have profound implications. As a result managers find it very difficult to see "the larger picture", to maintain a "long-term perspective."

Schwartz suggests how. Like Drucker, he avoids making predictions. Rather, he helps his reader to formulate the degree of probability of certain events yet to occur...and then to prepare accordingly.

The Long View: Macro and Micro Perspectives
Founder and chairman of the Global Business Network, Schwartz is one of the world's leading futurists. As also indicated in the more recently published The Long Boom, his writing is as clear and crisp as his thinking. Schwartz's comments and suggestions are anchored in extensive real-world experience. His objective is to explain the process of what he calls "scenario-building" which enables managers to "invent and then consider, in depth, several varied stories of equally plausible futures" so that they can make (in his words) "strategic decisions that will be sound for all plausible futures. No matter what future takes place, you are much more likely to be ready for it -- and influential in it -- if you have thought seriously about scenarios."

Managers of companies (regardless of size or nature) are already aware of constant change within their competitive marketplace. Recent developments, notably use of the Internet to expedite globalization, suggest that change will occur progressively faster and have progressively greater impact, both positive and negative.

Meanwhile, for obvious reasons, managers of companies face daily situations and circumstances which require immediate attention and, more often than not, they must quickly make decisions which have profound implications. As a result managers find it very difficult to see "the larger picture", to maintain a "long-term perspective."

Schwartz suggests how. Like Drucker, he avoids making predictions. Rather, he helps his reader to formulate the degree of probability of certain events yet to occur...and then to prepare accordingly.

The Long View: Macro and Micro Perspectives
Founder and chairman of the Global Business Network, Schwartz is one of the world's leading futurists. As also indicated in the more recently published The Long Boom, his writing is as clear and crisp as his thinking. Schwartz's comments and suggestions are anchored in extensive real-world experience. His objective is to explain the process of what he calls "scenario-building" which enables managers to "invent and then consider, in depth, several varied stories of equally plausible futures" so that they can make (in his words) "strategic decisions that will be sound for all plausible futures. No matter what future takes place, you are much more likely to be ready for it -- and influential in it -- if you have thought seriously about scenarios."

Managers of companies (regardless of size or nature) are already aware of constant change within their competitive marketplace. Recent developments, notably use of the Internet to expedite globalization, suggest that change will occur progressively faster and have progressively greater impact, both positive and negative.

Meanwhile, for obvious reasons, managers of companies face daily situations and circumstances which require immediate attention and, more often than not, they must quickly make decisions which have profound implications. As a result managers find it very difficult to see "the larger picture", to maintain a "long-term perspective."

Schwartz suggests how. Like Drucker, he avoids making predictions. Rather, he helps his reader to formulate the degree of probability of certain events yet to occur...and then to prepare accordingly.

The Long View: Macro and Micro Perspectives
Founder and chairman of the Global Business Network, Schwartz is one of the world's leading futurists. As also indicated in the more recently published The Long Boom, his writing is as clear and crisp as his thinking. Schwartz's comments and suggestions are anchored in extensive real-world experience. His objective is to explain the process of what he calls "scenario-building" which enables managers to "invent and then consider, in depth, several varied stories of equally plausible futures" so that they can make (in his words) "strategic decisions that will be sound for all plausible futures. No matter what future takes place, you are much more likely to be ready for it -- and influential in it -- if you have thought seriously about scenarios."

Managers of companies (regardless of size or nature) are already aware of constant change within their competitive marketplace. Recent developments, notably use of the Internet to expedite globalization, suggest that change will occur progressively faster and have progressively greater impact, both positive and negative.

Meanwhile, for obvious reasons, managers of companies face daily situations and circumstances which require immediate attention and, more often than not, they must quickly make decisions which have profound implications. As a result managers find it very difficult to see "the larger picture", to maintain a "long-term perspective."

Schwartz suggests how. Like Drucker, he avoids making predictions. Rather, he helps his reader to formulate the degree of probability of certain events yet to occur...and then to prepare accordingly.

The Long View: Macro and Micro Perspectives
Founder and chairman of the Global Business Network, Schwartz is one of the world's leading futurists. As also indicated in the more recently published The Long Boom, his writing is as clear and crisp as his thinking. Schwartz's comments and suggestions are anchored in extensive real-world experience. His objective is to explain the process of what he calls "scenario-building" which enables managers to "invent and then consider, in depth, several varied stories of equally plausible futures" so that they can make (in his words) "strategic decisions that will be sound for all plausible futures. No matter what future takes place, you are much more likely to be ready for it -- and influential in it -- if you have thought seriously about scenarios."

Managers of companies (regardless of size or nature) are already aware of constant change within their competitive marketplace. Recent developments, notably use of the Internet to expedite globalization, suggest that change will occur progressively faster and have progressively greater impact, both positive and negative.

Meanwhile, for obvious reasons, managers of companies face daily situations and circumstances which require immediate attention and, more often than not, they must quickly make decisions which have profound implications. As a result managers find it very difficult to see "the larger picture", to maintain a "long-term perspective."

Schwartz suggests how. Like Drucker, he avoids making predictions. Rather, he helps his reader to formulate the degree of probability of certain events yet to occur...and then to prepare accordingly.

The Long View: Macro and Micro Perspectives
Founder and chairman of the Global Business Network, Schwartz is one of the world's leading futurists. As also indicated in the more recently published The Long Boom, his writing is as clear and crisp as his thinking. Schwartz's comments and suggestions are anchored in extensive real-world experience. His objective is to explain the process of what he calls "scenario-building" which enables managers to "invent and then consider, in depth, several varied stories of equally plausible futures" so that they can make (in his words) "strategic decisions that will be sound for all plausible futures. No matter what future takes place, you are much more likely to be ready for it -- and influential in it -- if you have thought seriously about scenarios."

Managers of companies (regardless of size or nature) are already aware of constant change within their competitive marketplace. Recent developments, notably use of the Internet to expedite globalization, suggest that change will occur progressively faster and have progressively greater impact, both positive and negative.

Meanwhile, for obvious reasons, managers of companies face daily situations and circumstances which require immediate attention and, more often than not, they must quickly make decisions which have profound implications. As a result managers find it very difficult to see "the larger picture", to maintain a "long-term perspective."

Schwartz suggests how. Like Drucker, he avoids making predictions. Rather, he helps his reader to formulate the degree of probability of certain events yet to occur...and then to prepare accordingly.

The Long View: Macro and Micro Perspectives
Founder and chairman of the Global Business Network, Schwartz is one of the world's leading futurists. As also indicated in the more recently published The Long Boom, his writing is as clear and crisp as his thinking. Schwartz's comments and suggestions are anchored in extensive real-world experience. His objective is to explain the process of what he calls "scenario-building" which enables managers to "invent and then consider, in depth, several varied stories of equally plausible futures" so that they can make (in his words) "strategic decisions that will be sound for all plausible futures. No matter what future takes place, you are much more likely to be ready for it -- and influential in it -- if you have thought seriously about scenarios."

Managers of companies (regardless of size or nature) are already aware of constant change within their competitive marketplace. Recent developments, notably use of the Internet to expedite globalization, suggest that change will occur progressively faster and have progressively greater impact, both positive and negative.

Meanwhile, for obvious reasons, managers of companies face daily situations and circumstances which require immediate attention and, more often than not, they must quickly make decisions which have profound implications. As a result managers find it very difficult to see "the larger picture", to maintain a "long-term perspective."

Schwartz suggests how. Like Drucker, he avoids making predictions. Rather, he helps his reader to formulate the degree of probability of certain events yet to occur...and then to prepare accordingly.

The Long View: Macro and Micro Perspectives
Founder and chairman of the Global Business Network, Schwartz is one of the world's leading futurists. As also indicated in the more recently published The Long Boom, his writing is as clear and crisp as his thinking. Schwartz's comments and suggestions are anchored in extensive real-world experience. His objective is to explain the process of what he calls "scenario-building" which enables managers to "invent and then consider, in depth, several varied stories of equally plausible futures" so that they can make (in his words) "strategic decisions that will be sound for all plausible futures. No matter what future takes place, you are much more likely to be ready for it -- and influential in it -- if you have thought seriously about scenarios."

Managers of companies (regardless of size or nature) are already aware of constant change within their competitive marketplace. Recent developments, notably use of the Internet to expedite globalization, suggest that change will occur progressively faster and have progressively greater impact, both positive and negative.

Meanwhile, for obvious reasons, managers of companies face daily situations and circumstances which require immediate attention and, more often than not, they must quickly make decisions which have profound implications. As a result managers find it very difficult to see "the larger picture", to maintain a "long-term perspective."

Schwartz suggests how. Like Drucker, he avoids making predictions. Rather, he helps his reader to formulate the degree of probability of certain events yet to occur...and then to prepare accordingly.

The Long View: Macro and Micro Perspectives
Founder and chairman of the Global Business Network, Schwartz is one of the world's leading futurists. As also indicated in the more recently published The Long Boom, his writing is as clear and crisp as his thinking. Schwartz's comments and suggestions are anchored in extensive real-world experience. His objective is to explain the process of what he calls "scenario-building" which enables managers to "invent and then consider, in depth, several varied stories of equally plausible futures" so that they can make (in his words) "strategic decisions that will be sound for all plausible futures. No matter what future takes place, you are much more likely to be ready for it -- and influential in it -- if you have thought seriously about scenarios."

Managers of companies (regardless of size or nature) are already aware of constant change within their competitive marketplace. Recent developments, notably use of the Internet to expedite globalization, suggest that change will occur progressively faster and have progressively greater impact, both positive and negative.

Meanwhile, for obvious reasons, managers of companies face daily situations and circumstances which require immediate attention and, more often than not, they must quickly make decisions which have profound implications. As a result managers find it very difficult to see "the larger picture", to maintain a "long-term perspective."

Schwartz suggests how. Like Drucker, he avoids making predictions. Rather, he helps his reader to formulate the degree of probability of certain events yet to occur...and then to prepare accordingly.

The Long View: Macro and Micro Perspectives
Founder and chairman of the Global Business Network, Schwartz is one of the world's leading futurists. As also indicated in the more recently published The Long Boom, his writing is as clear and crisp as his thinking. Schwartz's comments and suggestions are anchored in extensive real-world experience. His objective is to explain the process of what he calls "scenario-building" which enables managers to "invent and then consider, in depth, several varied stories of equally plausible futures" so that they can make (in his words) "strategic decisions that will be sound for all plausible futures. No matter what future takes place, you are much more likely to be ready for it -- and influential in it -- if you have thought seriously about scenarios."

Managers of companies (regardless of size or nature) are already aware of constant change within their competitive marketplace. Recent developments, notably use of the Internet to expedite globalization, suggest that change will occur progressively faster and have progressively greater impact, both positive and negative.

Meanwhile, for obvious reasons, managers of companies face daily situations and circumstances which require immediate attention and, more often than not, they must quickly make decisions which have profound implications. As a result managers find it very difficult to see "the larger picture", to maintain a "long-term perspective."

Schwartz suggests how. Like Drucker, he avoids making predictions. Rather, he helps his reader to formulate the degree of probability of certain events yet to occur...and then to prepare accordingly.

The Long View: Macro and Micro Perspectives
Founder and chairman of the Global Business Network, Schwartz is one of the world's leading futurists. As also indicated in the more recently published The Long Boom, his writing is as clear and crisp as his thinking. Schwartz's comments and suggestions are anchored in extensive real-world experience. His objective is to explain the process of what he calls "scenario-building" which enables managers to "invent and then consider, in depth, several varied stories of equally plausible futures" so that they can make (in his words) "strategic decisions that will be sound for all plausible futures. No matter what future takes place, you are much more likely to be ready for it -- and influential in it -- if you have thought seriously about scenarios."

Managers of companies (regardless of size or nature) are already aware of constant change within their competitive marketplace. Recent developments, notably use of the Internet to expedite globalization, suggest that change will occur progressively faster and have progressively greater impact, both positive and negative.

Meanwhile, for obvious reasons, managers of companies face daily situations and circumstances which require immediate attention and, more often than not, they must quickly make decisions which have profound implications. As a result managers find it very difficult to see "the larger picture", to maintain a "long-term perspective."

Schwartz suggests how. Like Drucker, he avoids making predictions. Rather, he helps his reader to formulate the degree of probability of certain events yet to occur...and then to prepare accordingly.

The Long View: Macro and Micro Perspectives
Founder and chairman of the Global Business Network, Schwartz is one of the world's leading futurists. As also indicated in the more recently published The Long Boom, his writing is as clear and crisp as his thinking. Schwartz's comments and suggestions are anchored in extensive real-world experience. His objective is to explain the process of what he calls "scenario-building" which enables managers to "invent and then consider, in depth, several varied stories of equally plausible futures" so that they can make (in his words) "strategic decisions that will be sound for all plausible futures. No matter what future takes place, you are much more likely to be ready for it -- and influential in it -- if you have thought seriously about scenarios."

Managers of companies (regardless of size or nature) are already aware of constant change within their competitive marketplace. Recent developments, notably use of the Internet to expedite globalization, suggest that change will occur progressively faster and have progressively greater impact, both positive and negative.

Meanwhile, for obvious reasons, managers of companies face daily situations and circumstances which require immediate attention and, more often than not, they must quickly make decisions which have profound implications. As a result managers find it very difficult to see "the larger picture", to maintain a "long-term perspective."

Schwartz suggests how. Like Drucker, he avoids making predictions. Rather, he helps his reader to formulate the degree of probability of certain events yet to occur...and then to prepare accordingly.

The Long View: Macro and Micro Perspectives
Founder and chairman of the Global Business Network, Schwartz is one of the world's leading futurists. As also indicated in the more recently published The Long Boom, his writing is as clear and crisp as his thinking. Schwartz's comments and suggestions are anchored in extensive real-world experience. His objective is to explain the process of what he calls "scenario-building" which enables managers to "invent and then consider, in depth, several varied stories of equally plausible futures" so that they can make (in his words) "strategic decisions that will be sound for all plausible futures. No matter what future takes place, you are much more likely to be ready for it -- and influential in it -- if you have thought seriously about scenarios."

Managers of companies (regardless of size or nature) are already aware of constant change within their competitive marketplace. Recent developments, notably use of the Internet to expedite globalization, suggest that change will occur progressively faster and have progressively greater impact, both positive and negative.

Meanwhile, for obvious reasons, managers of companies face daily situations and circumstances which require immediate attention and, more often than not, they must quickly make decisions which have profound implications. As a result managers find it very difficult to see "the larger picture", to maintain a "long-term perspective."

Schwartz suggests how. Like Drucker, he avoids making predictions. Rather, he helps his reader to formulate the degree of probability of certain events yet to occur...and then to prepare accordingly.

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