t6r6YI1STMKq MCNUjzCCQ BF C3 W3 Exploratory Methods

Business Forecasting
Exploratory Methods
Judgmental Methods
Two major categories:
Subjective assessment methods (Short to medium term)
1. Sales Force Composite Forecasting

2. Jury of Executive Opinion
3. Subjective Probability assessments
Exploratory methods (more medium to longer term)
1. Scenario Analysis
2. Delphi Method
Exploratory Methods
Exploratory methods are less rigorous and less formal approaches

to forecasting
Typically used for medium to longer term forecasts or when

there is an absence of other information (particularly
quantitative)
They typically consider multiple potential outcomes and

future branching
Consider multiple outcomes for environmental or impact

variables.
May consider information from a wide variety of sources

Exploratory Methods
These methods seek to explore the multiple potential outcomes
using multiple potential environments in a quasi systematic
way
Scenario Analysis can be useful in identifying plausible ranges

of forecast outcomes
It can help identify different possible futures and the

consequences of those different futures
Delphi is more useful in identifying consensus about likely future

outcomes. Focus is then on the outcomes the consensus identifies as
more likely
Delphi
The Delphi approach is a commonly used qualitative
forecasting method
Originally developed at the Rand Corporation in USA it is

essentially a method for obtaining a consensus from a group
Systematic in use of individual assessments and feedback

for group consensus; can be for forecasts of specific variables
or for an estimate of general future environments
Delphi Objective
The objective of the Delphi approach is to obtain a reliable
census of opinion from a group of experts while at the same
time minimising the undesirable aspects of group
interaction
Delphi also provides a more systematic approach than a jury

of executive opinion or other group consensus techniques
The technique eliminates committee activity altogether thus

further reducing the influence of psychological factors such as:
1. Specious persuasion
2. The unwillingness to abandon publicly expressed
opinions
3. The band-wagon effect of majority opinion
Delphi Technique
There is a designed program of sequential individual
interrogations, interspersed with information, opinion and
feedback from consensus of earlier interrogations
Respondents may be required to provide “reasons” for previously

expressed opinions
A collection of reasons is presented to each respondent in the group, with

an invitation to reconsider and possibly revise his/her earlier
estimates.
Application of Delphi
Requires a group of experts who are willing to answer specific
questions relating to the issue under investigation
eg specific forecasts or future technological processes
Experts do not meet but are kept apart from one another so that
their judgment will not be influenced by social pressure or
other aspects of small-group behaviour
Delphi – Relative Merits
ADVANTAGES DISADVANTAGES
Anonymity - reduce the effects of Low level of reliability
the ‘socially dominant individuals
Oversensitivity of results to
Controlled feedback reduces questionnaire ambiguity
redundant or irrelevant noise
Moderator effect
Conformity to a majority
opinion is avoided through Length of time to complete
presentation of statistical Delphi phases
group response of feedback Panel dropouts
Panel Issues – Expert panels
Permits spread of opinion so taken from same people and
uncertainties surrounding panel dropouts
situations can be reflected
Delphi Example
Phase 1.
Experts asked in a letter to name future inventions and scientific
breakthroughs. Responses sent to coordinator. List compiled.
Phase 2.
Experts sent the entire list of items for categorisation based on a
probability distribution of 50-50. Responses sent to coordinator. No
contact between experts.
Phase 3.
Experts receive letters detailing items on which there was a general
consensus. Asked to state reasons for any widely divergent estimates they
had made. Some reassessment invited. Responses sent to moderator.
Phase 4.
To narrow range of estimates further, phase 3 repeated. Results assessed.
A number of the original items on the list grouped together as likely
breakthroughs
Selection Of Delphi Panel
In a corporate setting, the experts
in the group generally come from
both within and outside the
company depending on what is
being forecast
An important aspect of such a

group is that each expert need
not be well qualified in
exactly the same part of the
area of interest.
In this way information can be

processed about the entire
problem area
Scenarios - What are Scenarios?
Term ‘scenario’ is from theatre and film, and refers to a brief
synopsis of the plot of a play or a movie. In a planning context,
scenarios can be described as “stories of possible futures that the
organisation might encounter”
They are graphic and dynamic revealing the flow of an evolving

future
They are holistic, combining social, technological, economic,

environmental and political trends, events and other data
They focus on the ‘branching points’ of the future, the potential

contingencies and discontinuities
Scenarios allow us to better prepare for uncertainty

Why are Scenarios Needed?
For decisions about the future of
an organisation, we must first know
the kind of future environment the
organisation will be operating
Scenarios steer us on a middle course

between a misguided reliance on
prediction only and a despairing
belief that we cannot envision the
future
They can also help us develop flexible

and adaptable strategies to deal
with multiple potential future
outcomes
How do You Develop Scenarios?
Use an approach that is a structured blending of rationality
and intuition. Decision-makers develop their own
scenarios and reason the consequences of each scenario on
relevant outcomes
Additionally, assessment of the likely probability of each
scenario is useful
There are seven recommended steps in building scenarios;

Seven Steps to Scenarios -
Step #1
Step 1: Focal Issue
Clarify the strategic decisions (the
decision focus) scenarios should
help address.
Must be ground in the

organisation’s specific planning
needs.
Scenarios not an end in themselves:

they are a means of making better
strategic decisions
Step #2
Step 2: Key Factors
Identify the key decision factors
What are the main things that we

would like to know about the future
in order to help make our strategic
decision?
For a business these factors

could be Sales, Market Share,
Costs or other Key Performance
Indicators
Step #3
Step 3: Driving Forces
Identify and assess key forces which
shape the future of the ‘key decision
factors’
Narrow-based trends impact most

directly and specifically such as
changes to the labour skill requirements,
consumer preferences, competitive
environment etc.
Broad-based trends such as shifting

demographic patterns, economic,
legal, political, technological factors
Work out potential outcomes for these
trends
Driving Forces – Health Example
Step #4
Step 4: Rank Factors
Develop a high-medium-low
scoring system and construct a
matrix of impact and occurrence
likelihood for the trend outcomes
High impact/low uncertainty

forces- certainties in our future for
which or planning must prepare
High impact /high uncertainty

forces –potential shapers of different
futures (scenarios) for which our
planning should prepare
Impact/Uncertainty Matrix
Step #5
Step 5: Compose Plots (Build
Scenarios
This step is the heart of the process

and establishes the basic
structure of the various
scenarios
‘High impact/high uncertainty’

forces can mainly be grouped among
two or three ‘axes of uncertainty’
Each of these axes presents two

opposite ‘logics’ – different
views/theories of ‘the way the
world might work’ in the future
Step #5 - Example
Step 5: Compose Plots (Build
Scenarios)Example : Higher Education
One axis might pose alternative views, that

higher education will continue to be
primarily a public sector responsibility
or become a private good
Another axis may suggest extremes of

international demand for places or even
relevant technology developments
The interplay of these axes and their

alternative logics presents the basis for
selecting three or four scenarios that we
believe are the ‘envelope of uncertainty’
Higher Education Scenario
Example
Step #5 – (Cont)
Step 5 : Compose Plots (Build
Scenarios)
Two relevant features:
1. Highly descriptive titles

Memorable titles conveying the
essence of what is happening in each
of the different scanrios
2. Table of comparative
descriptions
How the scenarios differ along
given dimensions, factors and
likelihood of occurrence
Scenario Comparison Table
Step #6
Step 6 : Evaluate the Decision
(Strategic Implications)
Link back to the strategic decision(s)
in Step 1
Simplest approach is to answer two

questions:
1. What are the main
opportunities and threats that
each scenario poses?
2. How well prepared is the

organisation to seize these
opportunities and counter or
minimise the threats?
Step #7
Step 7 : Indicators and Signposts
Provide Compelling Scenario ‘Story

Lines’
Scenarios are not end-points but are

narratives of how events might unfold
from now to the future point
Should be dramatic, compelling,

logical and plausible
Provide markers and likely key

branching points on the dynamic path
Climate Change Scenario
Example
Scenario Examples - Business
How can you use Scenarios?
1. Employ scenarios as ‘test beds’ for the organisation’s
current strategy
Judgemental assessment by planning committee as to how well (or
badly) the organisation’s strategy ‘plays out’ in each scenario.
The assessment is done by evaluating each scenario and identifying

Opportunities /Threats
The following questions are relevant:
Are we satisfied with the resilience of our current strategy, its

flexibility to deal with different possible conditions?
Are there contingency plans we should put in place to help

move in a different direction, should that be necessary?
Uses of Scenarios (2)
2. Scenarios stimulate us to explore new strategy options
Scenarios portray different futures and these different futures

would obviously require different strategies
The difficulty is not knowing which future will evolve
Judgemental assessment by planning committee as to how well

different organisational strategies ‘play out’ in each scenario
Flexible strategy may be determined allowing for quick

adaptation to new circumstances and different threats and
opportunities as they appear on the horizon
Arguments for Scenario
Planning
In an age of incremental change, it is safe to say that incremental
changes in our strategies will suffice.
However, an age of discontinuities and massive

uncertainties requires discontinuous strategies,
sometimes radical changes from past practices
The powerful feature of scenarios is that they stretch the

envelope of our thinking both about the future and about our
strategies
They provide managers with a powerful forecasting tool to

evaluate strategies while considering uncertain future outcomes
Scenarios – Final Advice

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Business Forecasting

1. Sales Force Composite Forecasting

Exploratory methods (more medium to longer term)

Exploratory methods are less rigorous and less formal approaches

Typically used for medium to longer term forecasts or when

They typically consider multiple potential outcomes and

Consider multiple outcomes for environmental or impact

May consider information from a wide variety of sources

Scenario Analysis can be useful in identifying plausible ranges

It can help identify different possible futures and the

Delphi is more useful in identifying consensus about likely future

Originally developed at the Rand Corporation in USA it is

Systematic in use of individual assessments and feedback

Delphi also provides a more systematic approach than a jury

The technique eliminates committee activity altogether thus

Respondents may be required to provide “reasons” for previously

A collection of reasons is presented to each respondent in the group, with

An important aspect of such a

In this way information can be

They are graphic and dynamic revealing the flow of an evolving

They are holistic, combining social, technological, economic,

They focus on the ‘branching points’ of the future, the potential

Scenarios allow us to better prepare for uncertainty

Scenarios steer us on a middle course

They can also help us develop flexible

There are seven recommended steps in building scenarios;

Must be ground in the

Scenarios not an end in themselves:

Identify the key decision factors

What are the main things that we

For a business these factors

Narrow-based trends impact most

Broad-based trends such as shifting

High impact/low uncertainty

High impact /high uncertainty

This step is the heart of the process

‘High impact/high uncertainty’

Each of these axes presents two

One axis might pose alternative views, that

Another axis may suggest extremes of

The interplay of these axes and their

Two relevant features:

1. Highly descriptive titles

Simplest approach is to answer two

2. How well prepared is the

Provide Compelling Scenario ‘Story

Scenarios are not end-points but are

Should be dramatic, compelling,

Provide markers and likely key

The assessment is done by evaluating each scenario and identifying

The following questions are relevant:

Are we satisfied with the resilience of our current strategy, its

Are there contingency plans we should put in place to help

Scenarios portray different futures and these different futures

The difficulty is not knowing which future will evolve

Judgemental assessment by planning committee as to how well

Flexible strategy may be determined allowing for quick

However, an age of discontinuities and massive

The powerful feature of scenarios is that they stretch the