Scenario planning, cognition, and strategic investment decisions in a turbulent environment

Abstract We explore how scenario planning contributes to cognitive dynamics and strategic investment decisions in a changing environment. Our research is based on an in-depth, longitudinal case study of Shell's ventures in Russia between 1994 and 2016. We show that Shell's scenarios did not foresee some major events that occurred in the turbulent Russian energy market. However, the scenarios envisaged the rising role of gas, the strategic relevance of the gas transportation infrastructure, and the growing interventionism of the Russian government. The scenarios thus helped Shell's managers to adapt their strategic beliefs and ultimately enabled them to notice, assess, and respond successfully to external changes—even though these changes had not been foreseen in the scenarios. Shell has been the first (and, for almost a decade, the only) foreign company to produce and export gas from Russia.

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