02 — Capability · BC-110.20
Strategic Analysis & Scenarios
Understand the forces acting on the enterprise — competitors, regulation, technology, demographics — and test the strategy against plausible futures before committing to one.
- Environmental Scanning
- Scenario Planning
- Competitive Positioning
In scope
- External trend and disruption analysis
- Competitor and industry structure analysis
- Scenario development and stress-testing of the plan
Out of scope
- Primary market research with customers (see BC-410)
- Technology trend radar for the IT estate (see BC-710)
Decomposes into · 4
- BC-110.20.10External Environment ScanningTrack economic, regulatory, social and technological shifts that could change the basis of competition, early enough to matter.
- BC-110.20.20Competitive AnalysisUnderstand how rivals and substitutes make money and where they are moving, so the strategy anticipates rather than reacts.
- BC-110.20.30Scenario PlanningBuild a small set of divergent but plausible futures and check which strategic choices survive all of them.
- BC-110.20.40Strategic Assumption TrackingWrite down what the plan assumes about demand, cost and competitors, and revisit those assumptions on a schedule.