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Jan Oliver Schwarz

Sep 2026 โ€ข linkedin

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๐’๐œ๐ž๐ง๐š๐ซ๐ข๐จ ๐ฉ๐ฅ๐š๐ง๐ง๐ข๐ง๐  ๐ค๐ž๐ž๐ฉ๐ฌ ๐ ๐ž๐ญ๐ญ๐ข๐ง๐  ๐ฆ๐จ๐ซ๐ž ๐ฌ๐จ๐ฉ๐ก๐ข๐ฌ๐ญ๐ข๐œ๐š๐ญ๐ž๐. ๐–๐ก๐š๐ญ ๐š๐›๐จ๐ฎ๐ญ ๐ญ๐ก๐ž ๐ฅ๐ž๐š๐๐ž๐ซ๐ฌ ๐ฎ๐ฌ๐ข๐ง๐  ๐ข๐ญ? New research in the California Management Review includes a NASA case where scenarios correctly called commercial spaceflight โ€” and leadership rejected them. The idea won years later, from the outside. McKinsey & Company research backs this up: over half of execs say scenario planning would help. Fewer than a third actually use it. The gap isn't the method โ€” itโ€ฆ

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