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

George Wright, M O'Keefe

    Research output: Contribution to journalArticle

    14 Citations (Scopus)


    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.
    Original languageEnglish
    Pages (from-to)26-41
    Number of pages16
    Issue number1
    Publication statusPublished - Feb 2010



    • non-receptive organizational contexts
    • scenario planning interventions
    • inertia
    • strategic decision-making
    • CEO
    • case studies
    • company failures
    • decision making
    • scenario planning
    • strategic management

    Cite this