Non-receptive organizational contexts and scenario planning interventions: A demonstration of inertia in the strategic decision-making of a CEO despite strong pressure for a change

O’Keefe, M.; Wright, G.

doi:10.1016/j.futures.2009.08.004

Non-receptive organizational contexts and scenario planning interventions: A demonstration of inertia in the strategic decision-making of a CEO despite strong pressure for a change

O’Keefe, M.; Wright, G.

Authors

M. O’Keefe

G. Wright

Abstract

This study presents a single-case analysis of an unsuccessful scenario planning intervention within an organization. Our analysis utilises corporate documents produced prior to a scenario-based intervention, pre-scenario-development interviews with members of the top management team, and knowledge of post-intervention events. We conclude that, even in the face of strong, orchestrated pressure for a re-think of a fragile strategy, the aspirations of the CEO were dominant. Our case analysis illustrates that inertia in strategic decision making can be extreme—more extreme than the extant literature has recognised. Critical voices can go unheard. We end with consideration of issues to do with facilitating the early recognition that a strategizing intervention can stall.

Citation

O’Keefe, M., & Wright, G. (2010). Non-receptive organizational contexts and scenario planning interventions: A demonstration of inertia in the strategic decision-making of a CEO despite strong pressure for a change. Futures, 42(1), 26-41. https://doi.org/10.1016/j.futures.2009.08.004

Journal Article Type	Article
Publication Date	Feb 1, 2010
Deposit Date	May 4, 2010
Publicly Available Date	May 7, 2010
Journal	Futures
Print ISSN	0016-3287
Publisher	Elsevier
Peer Reviewed	Peer Reviewed
Volume	42
Issue	1
Pages	26-41
DOI	https://doi.org/10.1016/j.futures.2009.08.004