Assumption-based planning: Difference between revisions

Revision as of 13:01, 20 March 2009

Revision as of 14:56, 20 March 2009

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* [[Critical assumption planning]] (CAP) by D. Dunham & Co : Aims to help managers and entrepreneurs to maximize business development learning at least cost by means of challenging and testing assumptions.

* Assumption-based planning by [[RAND]] : Aims raising the visibility of the make-or-break uncertainties common to new ventures at the lowest possible cost by means of forcing managers to articulate what they don’t know.

* Discovery-Driven Planning by [[McGrathRita andGunther MacMillanMcGrath]] and Ian C. MacMillan: aims to identify the critical assumptions underlying an organization’s thinking and operations, and then to understand which of those assumptions may become vulnerable and how <ref>McGrath, R. G. & MacMillan, I. C. 1995. Discovery Driven Planning. Harvard Business Review, 73(4): 44-54. </ref><REF>McGrath, R. G. & MacMillan, I. C. 2009. Discovery Driven Growth: A Breakthrough Process to Reduce Risk and Seize Opportunity. Boston: Harvard Business Publishing</REF>