Anticipating is, being able to define and act in the present to build the future objective.
To build future scenarios, it is necessary to rely on different disciplines and aspects that cross-section companies.
On the one hand, and in my opinion the most important one, has to do with the emotional psychology of the entrepreneur who defines the “desirable future”. This fits in with the way and quality of life that the entrepreneur intends in the future, how he wants his company to develop and his personal life.
On the other hand, there is the probable future, which is the real scenario that will happen if nothing changes in the current business situation. Define the real situation of the company if radical changes are not made. When presenting future scenarios in a constant state, that is, without making strategic changes, these will be in a way according to how exogenous variables may affect the company. For example, the entry of a competitor will be a variable that will change the scenario and how the company is prepared to face this threat will depend.
Now, if future scenarios in a constant state are not desirable by the entrepreneur, then it will be necessary to build new scenarios with their endogenous and exogenous variables (the interaction between them and the degree of motor skills that they have over each other) and a strategic planning and operational to achieve the objective scenario, that is, the one that the employer selects as desirable.
From anticipation to action there must be a highly important instance of planning. Planning allows you to set objectives to meet which avoid constantly correcting errors instead of preventing contingencies.
Some professional practices: (MEYEP Method, E. Balbi)
1. Understanding the problem
2. Selection of the variables that act and influence the problem
3. Construction of an optimal scenario
4. Construction of the trend scenario
5. Construction of exploratory scenarios
6. Selection of the target scenario
7. Strategic plan to achieve the objective scenario
Defining the scenarios for the future is essential for decision-making in the present and for drawing up the strategic plan that marks the way forward between the current and future situation. Finding that the company ends up not being what we dreamed is a frustrating feeling and it can be prevented through strategic intelligence processes that allow us to first build that future we want, and then be able to act accordingly in the present.
The other option is to take corrective measures, a strategy that I do not recommend. Corrective measures arise when "the problem" already exists. Preventive measures are always better, which are undoubtedly achieved in advance.
