The future of your company begins with a workshop.

To be successfully prepared for the future, it is necessary to continually take notice of every change. Therefore, we draw up for our customers an adjustment of the internal screening and strategy process. At the beginning, however, is the workshop:

The two most important elements of the workshop are a wargame and the development of future scenarios specially tailored to your market.

The scenarios describe a series of possible future developments, and in this way – almost like the corner flags on a football pitch – lay the ground on which the future of your sector may move. In addition to future prognoses, scenarios also describe a 'probable field' and are therefore a good deal more suitable for the development of strategies.

In the business wargame, a stress test for your strategy takes place. In that way, you determine how your stakeholders – that is, customers, competitors or public organisations – are likely to react to your strategy, and you can then refine or adapt your strategy. A wargame can therefore also be applied outside of the future management process to the examination of existing strategies.

At the same time, we spare you any abstract models: We analyse the hard facts about your business and work with you to develop a strategy that is practically realisable. In (usually) only two days together. That will drain neither your time nor your budget, and it is also suitable for checking your already existing strategies.


This is a

Business Wargame

A Business Wargame is defined as an interactive roleplay, in which participants take on the roles of competitors, customers, traders, etc. and perform a simulation of the current market. The Business Wargame is especially suited to the evaluation of existing or planned strategies or imminent changes to the market. Through the particular market proximity, the Business Wargame presents a reaction test for the behaviour of stakeholders, or a stress test for planned activities.

How the

scenario technique


We employ the scenario technique as a means of narrowing down the possible futures. We can picture the mechanism as putting up corner flags on a football pitch: The area in which the ball is most likely to be found is marked by this perimeter. Future scenarios are therefore not prognoses of what will happen; rather, they are a form of orientation that allows decision makers to imagine various developments, and to plan strategic options accordingly. The scenario technique was first developed by Shell in the 1960s, and works optimally for future management.