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Image: small strategy unit logo Anticipating strategic surprise

Futurist and business strategist Peter Schwartz discussed how it is that organisations of all kinds can find themselves on the wrong end of a major strategic surprise, what can be done to avoid this and some of the key drivers and trends already apparent that are likely to create tomorrow's inevitable surprises.

Peter Schwartz is cofounder and chairman of Global Business Network, a Monitor Group company, and an internationally renowned futurist and business strategist. Peter previously headed scenario planning for the Royal Dutch/Shell Group of companies in London, directed the Strategic Environment Centre at SRI International and has written a number of books on the subject of strategy, scenario planning and formulating policy for an uncertain world, including The Art of the Long View (1991), The Long Boom (1999), When Good Companies Do Bad Things (1999), China's Futures (2001) and Inevitable Surprises (Gotham, 2003). He publishes and lectures widely and served as a script consultant on the films "The Minority Report," "Deep Impact," "Sneakers," and "War Games." Peter is also a member of the Council on Foreign Relations and on the board of trustees of Human Rights Watch.