Battlecard: "We Already Have a Forecast"
Respond to forecast-only objections by explaining the planning value of robust moves and triggers.
An executive argues that scenario planning is redundant because finance already has a forecast for the board. We already have a forecast. More scenarios will just confuse people and make us look less committed. The forecast still matters. Scenario planning does a different job: it shows which parts of the plan are no-regret, which parts depend on assumptions that could break, and what triggers would tell us to accelerate, slow, or redesign. It makes the committed plan more robust rather than less committed. It respects the need for one committed plan while showing that scenarios improve commitment quality by making…
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