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Bedi, Rahul, Singh, Paminder and Lee, Chih-Shan (2008) EON UK CORPORATE SCENARIO PLANNING 2020. [Dissertation (University of Nottingham only)] (Unpublished)

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Abstract

Abstract

This research project sets out to explore how scenarios can help to develop strategy in conditions of uncertainty. It suggests that scenarios can be used as intermediary objects to discuss alternative scenarios and generate new strategic approaches.

The paper sets to explore how scenario planning is linked to strategy examining a practical application of scenario planning at EON, worlds largest privately owned energy provider. The purpose of this intervention in EON was to examine the scenarios provided by EON and test the assumptions on which the scenarios were based. Furthermore, new set of scenarios were created from a new set of drivers of the energy industry. The paper also lays out the key drivers of the energy industry in UK and its possible impacts on EON.

The research method included studying governmental and its regulators white papers and reports based on energy market and the industry. Other perspectives of consumers, environmentalists, competition, technology, developing economies were also taken into consideration.

The scenarios were created from the PEST analysis and from the observation of the participants, some of which from were from EON. From a theoretical point of view, an important finding of the paper is the emphasis upon the need to analyse the gaps between EON UK strategy and its reference case- Climate concern. The paper suggests that gap analysis can be powerful tool for both scenario planning and further action planning. The identification of gaps can challenge our thought process and create scope for learning. It is also suggested that a wild card scenario approach puts weak signals or survival issues on the radar of the strategy department.

The outcome of the research demonstrates that the process of scenario planning, analysis and gap identification have the potential to provide an organization for skillful and meaningful strategic conversation. A strategic conversation based on analysis creates a whole new picture filled new ideas for the management and its organization. In EON case too, the paper sets out to illustrate the new possibilities and what might be. Although in a world of immense uncertainties it would be challenging for the organization to embark on its new journey based on the recommendations

Item Type:	Dissertation (University of Nottingham only)
Depositing User:	EP, Services
Date Deposited:	13 Nov 2008
Last Modified:	03 Jan 2018 16:22
URI:	https://eprints.nottingham.ac.uk/id/eprint/21861

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