Jul 28, 2026 · 13 min · 9 segments
In these times of constant disruption, nonprofit leaders do not need to abandon strategy—they need a different kind of strategy tool. Host Carol Hamilton introduces scenario planning as a practical…
Carol HamiltonHost
So very simply, it's a strategic tool designed specifically for working with uncertainty.

It's a structured process for imagining multiple plausible futures and then thinking through how you might respond to them.

And through it, you have a chance to work through as an organization what might happen based on that deliberate environmental scan of trends, and then ask the question, how could it affect my organization? And then even more importantly, identify what choices you have in each case and what actions you might take based on those scenarios.

So essentially, it's a way to build organizational muscle memory because you've already thought through what might happen and then what you would do about it.

So it's not about predicting the future or finding the answers in a magic crystal ball.

Yes, you think through options about what might happen, but it's not about whether you end up getting those scenarios right.

It's much more about the process of pre-thinking and gaming out those options.

It's also a pretty straightforward process that you can engage with over a course of a few facilitated sessions.

And it's also not a replacement for a more comprehensive strategic planning process.

especially if right now you're questioning the relevance of some of the goals in your current plan.

Ultimately, scenario planning isn't about guessing right, it's about being more ready.

So very simply, it's a strategic tool designed specifically for working with uncertainty.

It's a structured process for imagining multiple plausible futures and then thinking through how you might respond to them.

And through it, you have a chance to work through as an organization what might happen based on that deliberate environmental scan of trends, and then ask the question, how could it affect my organization? And then even more importantly, identify what choices you have in each case and what actions you might take based on those scenarios.

So essentially, it's a way to build organizational muscle memory because you've already thought through what might happen and then what you would do about it.

So it's not about predicting the future or finding the answers in a magic crystal ball.

Yes, you think through options about what might happen, but it's not about whether you end up getting those scenarios right.

It's much more about the process of pre-thinking and gaming out those options.

It's also a pretty straightforward process that you can engage with over a course of a few facilitated sessions.

And it's also not a replacement for a more comprehensive strategic planning process.

especially if right now you're questioning the relevance of some of the goals in your current plan.

Ultimately, scenario planning isn't about guessing right, it's about being more ready.
The rest of this transcript — segmented and speaker-labeled, so you land on the exact moment something was said
Search every transcript — by keyword, by phrase, or by meaning, across every show Radar indexes
Trends — what is surging across podcasts, measured against its own baseline
Alerts — when a name you follow appears in a newly indexed episode
No account is needed to search Radar.