Scenario Planning (Online): Learn How to Model, Predict and Prepare for the FutureNEW

Requirements

C-Suite Executives and Business Leaders or Founders
Mid-Career and Senior Managers in Finance
Financial Advisors and Consultants

Learn more

Requirements

C-Suite Executives and Business Leaders or Founders
Mid-Career and Senior Managers in Finance
Financial Advisors and Consultants

Learn more

Scenario Planning (Online): Learn How to Model, Predict and Prepare for the Future

Requirements

C-Suite Executives and Business Leaders or Founders
Mid-Career and Senior Managers in Finance
Financial Advisors and Consultants

Learn more

Think outside the box about what the future might hold. In six weeks online, Columbia faculty shows participants through lectures and case studies how to build future business scenarios so their organization can respond with speed, agility, and confidence to any disruption. Learn to identify driving forces—such as demographic shifts, regulatory challenges, technological advances, and environmental disruptions—and play them against their organization's core competencies and marketplace advantages. Create plausible developments in their potential business future and discover how artificial intelligence (AI) and machine learning (ML) can be of value in creating a best possible outcome.

Please contact our partners at Emeritus at columbia@emeritus.org, +1 315-982-5094, or +1 315-277-2746 for a personal conversation about this program and how it may benefit you.

Delivered in collaboration with
Emeritus

With this scenario planning online program, learn to:

Develop the mindset and steps for scenario planning to augment, not replace, strategic planning
Master the building blocks of scenario planning to identify future risks and opportunities
Evaluate how behavioral bias affects scenario planning and develop a plan to mitigate its impact
Explore potential applications of artificial intelligence (AI) and machine learning (ML) for more effective scenario planning and modeling

This scenario planning program focuses on the application of scenario planning in the real world by diving deep into the case studies of top global brands and the development of a specific strategy to prepare their organization for unknown disruptions.

Module 1
Module 2
Module 3
Module 4
Module 5
Module 6

Becoming a Strategic Influencer

Learn why forecasts and plans are often wrong
Identify the trappings of a budget plan
Discover how scenario planning differs from strategic planning
Master the basic building blocks of scenario planning

C-Suite Executives and Business Leaders or Founders

Business leaders and founders will learn to develop farsighted business strategies to deal with multiple potential scenarios and use scenario planning to augment their organization’s strategy and guide teams to develop scenarios.

Mid-Career and Senior Managers in Finance

Leaders in the finance realm will gain an understanding of how to deploy effective scenarios as a basis for business decisions and evaluate financial risks more successfully.

Financial Advisors and Consultants

Experienced advisors will master the fundamentals of scenario planning to offer better solutions for their clients and assess the likelihood of various outcomes and develop strategies for alternate scenarios.

Shiva Rajgopal

Roy Bernard Kester and T.W. Byrnes Professor of Accounting and Auditing

Shiva Rajgopal is the Kester and Byrnes Professor at Columbia Business School. A highly regarded academic, Shiva is one of the world’s leading experts on measuring how well managers serve as responsible stewards of the corporation’s resources. He is perhaps best known for his finding that around 40 percent of Chief Financial Officers would sacrifice a positive net present value project to meet quarterly analyst consensus earnings estimate. Apart from conducting pioneering research on short-termism, Shiva's extensive body of academic and practitioner focused work covers a wide range of contemporary issues in financial reporting and governance such as accounting restatements, frauds, SEC enforcement actions, efficacy of board and executive compensation schemes in delivering shareholder value, whistle blowing, and the paramount importance of corporate culture as an under-appreciated economic asset of the firm. He has wide-ranging experience in solving applied business problems with global private equity funds, leading insurance companies, financial services firms, hedge funds, and cyber security ratings agencies. His work has been featured extensively in the Harvard Business Review, The New York Times, the Wall Street Journal, The Financial Times, Barrons, Bloomberg, Fortune, Forbes and The Economist.