Scenario planning for better decisions in an uncertain world

Are you working with decision-making under uncertainty? In this webinar, Jakob Lignell (DLG) and Thomas Holm (Implement), authors of the new book War Rooms and Wind Tunnels, are joined by Mike Weisbjerg from Implement to discuss decision-making under uncertainty.

Drawing on the book and years of practical experience, they will show how scenario planning can help organisations move beyond the single forecast, make critical assumptions visible, explore alternative futures, and stress-test options before making difficult-to-reverse commitments.

AI can generate forecasts, scenarios, and plausible recommendations in seconds. But it can’t decide what matters most, which risks an organisation should accept, or when the assumptions behind a plan no longer hold. Those are questions of judgement. And good judgement does not depend only on the experience of individual leaders; it also depends on the processes, conversations, and organisational habits through which decisions are prepared, challenged, made, and revisited. 

In this webinar, Jakob Lignell (DLG) and Thomas Holm (Implement), authors of the new book War Rooms and Wind Tunnels, are joined by Mike Weisbjerg from Implement to discuss decision-making under uncertainty.

Drawing on the book and years of practical experience, they will show how scenario planning can help organisations move beyond the single forecast, make critical assumptions visible, explore alternative futures, and stress-test options before making difficult-to-reverse commitments.

The session will also explore how scenario planning can move beyond the occasional strategy workshop and become part of recurring strategic, tactical, and executional decision processes. Repeated over time, this discipline builds cognitive muscle memory: the collective ability to recognise change, challenge assumptions, and act coherently when the unexpected happens.

You will leave with practical perspectives on how to connect prediction with human judgement, use scenarios to strengthen real decisions, and prepare your organisation to think together under pressure.

The future can’t be predicted, but organisations can practise how they will meet it.