Deciding on exit strategies: using foresight in problem resolution
The purpose of this paper is to show, with concrete cases, how to forgo or substantially moderate strategy that is structured within action plans: moves to alleviate coping with obstacles encountered in programme execution. Design/methodology/approach ‐ The paper presents a series of real-life examples of planned withdrawal ‐ or not ‐ from situations clearly uneconomic, unable to meet their original purposes, counterproductive, or otherwise a futile allocation of resources and effort. Findings ‐ The paper finds that studied protection can spell out beforehand, with foresight and determination (and often, due expression of trust), the success of an undertaking. Research limitations/implications ‐ Getting the future right often seems more difficult than getting it wrong. Originality/value ‐ Planners, strategists and designers should profit from the types of examples reviewed to confirm the solidity of their own procedural foresight.
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