Build resilience into your strategy by exploring alternative scenarios and understanding their impact before you commit resources.
I built Scenarios & Impact Analysis to help you move beyond single-point forecasts. Instead of betting on one version of the future, you can model multiple scenarios — from optimistic to challenging — and see how your strategic choices perform in each. The feature gives you a structured way to explore uncertainty, identify vulnerabilities, and design strategies that hold up across different conditions. You map key variables, generate scenarios, and then test your initiatives against them. It's foresight made practical: you get clarity on what to prioritise, what to hedge, and where your strategy might break.
Build Scenarios from Your Trend Library
Pull trends directly from your foresight database and combine them into coherent future scenarios. You control the variables — from technology shifts to regulatory changes — and Portage helps you structure them into testable narratives.
Map Initiative Impact Across Scenarios
Take any strategic initiative and assess how it performs in different futures. You'll see which moves are robust across scenarios and which are vulnerable to specific conditions. This visibility helps you build portfolios of actions, not single bets.
Identify Strategic Risks and Hedges
Quickly spot where your strategy depends on assumptions that might not hold. The tool surfaces dependencies and suggests hedging strategies — giving you options before uncertainty becomes crisis.
Share Scenario Views with Stakeholders
Generate visual scenario maps and impact summaries that you can present to leadership or clients. Everyone sees the same futures, the same logic, and the same trade-offs — making strategic conversations more grounded and productive.
A CSO evaluating a digital transformation programme uses scenarios to test ROI under three futures: accelerated tech adoption, regulatory tightening, and talent scarcity. The analysis reveals that two components remain valuable across all scenarios, while one depends entirely on policy stability. The team adjusts scope before committing capital.
A strategy consultant facilitates a half-day session where executives build four scenarios for their industry's next five years. They map existing initiatives against each scenario, discovering that 60% of current projects assume stable conditions. The team leaves with a rebalanced portfolio and agreed contingency triggers.
A corporate strategy team evaluates entering a new geographic market. They model scenarios around economic growth, competitive response, and infrastructure development. Impact analysis shows that early-stage investment pays off in two scenarios but creates exposure in a third. The recommendation: staged entry with clear decision points.
Most strategic failures come from unexamined assumptions about the future. I designed this feature to make scenario thinking accessible and actionable — not a quarterly exercise that sits in a deck, but a working tool you use throughout your strategic process. You'll make decisions with eyes open to risk, build strategies that adapt rather than break, and explain your reasoning with clarity. For consultants, it's a way to bring rigour and differentiation to client work. For strategy leaders, it's insurance against overconfidence and a path to better resource allocation.
