Skip to content
Close
SEARCH

Do you have a robust strategy?

Using Scenario Planning to navigate the future

The why

Life-science companies face continual shifts in technologies, trends, and market dynamics that influence their strategic goals. Yet few of these developments pose an existential threat if addressed in a managed and proactive way. Scenario Planning helps organisations recognize multiple plausible futures and build strategies that remain robust across them.

The challenge

Our client wanted to pressure-test their strategy to ensure their choices would remain robust in a rapidly changing market. Although their existing business model was currently a strong cash cow, they recognised it could be challenged in the future. They therefore sought a framework to help navigate strategic decisions within a range of plausible future contexts.

How we helped

Applying our scenario-planning methodology to the focal question involved analysing future drivers through expert interviews, AI-supported insights, and data within a PESTLE (Political, Economic, Social, Technological, Legal, and Environmental) framework. By zooming in on the drivers where no consensus existed, we identified the most critical uncertainties — forming the basis for a set of plausible future scenarios. Through detailed scenario narratives, these futures came to life and shaped strategic discussions around the client’s most robust strategic choices.

Outcome

Scenario Planning is a powerful tool for executives and boards to pressure-test their strategies.
search metrics
Plausible scenarios reveal blind spots and highlight uncertainties that must be managed by leadership teams.
network 4
Scenarios provide a structured basis for designing strategies that remain robust across multiple futures.
process tactics
Navigating uncertainty becomes a proactive, repeatable discipline rather than a reactive exercise.

Scenario Planning is a practical tool for regular board discussions on navigating complexity

24

What moved the needle

Focusing on diverging viewpoints when exploring critical uncertainties Critical uncertainties are found where expert opinions differ. Areas of broad consensus are less uncertain, while diverging views signal the uncertainties that scenario planning is designed to address.
Examining scenarios collectively as a leadership team to recognise what must be addressed The true value of scenario planning comes from leaders jointly exploring implications, challenging assumptions, and identifying actions—not from the scenarios themselves.
Making sound, well-informed strategic choices Evaluating strategic choices across multiple future scenarios strengthens decision robustness and provides greater clarity in leadership communication.
Partner

Jens Rommer

Jens is a seasoned strategy advisor with 30 years of experience in management consulting. Former Head of Monitor Deloitte Denmark, he brings deep expertise in shaping corporate agendas, TA strategies, operating model design, digital and AI value creation, and M&A for leading global corporations.

Jens holds an M.Sc. in Electronics Engineering from the Technical University of Denmark and is a certified Master Strategist from Monitor Deloitte.

Selected experience
  • Opportunity assessment for a commercialization partner
  • TA strategy for immunology business
  • Lab of the Future potential and operating model design
  • Performance management in clinical operations
Book meeting
Jens Rommer