Kees van der Heijden scite author profile

Looks at Shell′s organization and at mechanistic and networking cultures. Discusses individual and organizational learning and gives pointers to the best methods, as practised by Shell′s planning specialists. Concludes that if a company is not a learning organization then it may find it difficult to become one. Its first priority needs to be to develop the quality of its organizational conversation.

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Kees van der Heijden

The origins and evolution of scenario techniques in long range business planning

First steps: towards purposeful activities in scenario thinking and future studies

Can internally generated futures accelerate organizational learning?

The Role of Scenario Planning in Exploring the Environment in View of the Limitations of PEST and Its Derivatives

The Learning Organization: How Planners Create Organizational Learning

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