{"title":"思考未来","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006703","DOIUrl":null,"url":null,"abstract":"States many organizations are forced to rely on personally held, often idiosyncratic, views regarding the future. Looks at how the founder of Digital Equipment Corporation, Ken Olsen, who wrongly predicted that PCs would never be in individual's homes was proved wrong! Investigates other companies that have also made wrong decisions and discusses them in depth. Uses a Figure to emphasize the relationship between scenario content and managerial response.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"79 1","pages":"0"},"PeriodicalIF":0.0000,"publicationDate":"1999-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"1","resultStr":"{\"title\":\"Thinking about the future\",\"authors\":\"T. Kippenberger\",\"doi\":\"10.1108/EUM0000000006703\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"States many organizations are forced to rely on personally held, often idiosyncratic, views regarding the future. Looks at how the founder of Digital Equipment Corporation, Ken Olsen, who wrongly predicted that PCs would never be in individual's homes was proved wrong! Investigates other companies that have also made wrong decisions and discusses them in depth. Uses a Figure to emphasize the relationship between scenario content and managerial response.\",\"PeriodicalId\":178456,\"journal\":{\"name\":\"The Antidote\",\"volume\":\"79 1\",\"pages\":\"0\"},\"PeriodicalIF\":0.0000,\"publicationDate\":\"1999-10-01\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"1\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"The Antidote\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://doi.org/10.1108/EUM0000000006703\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"\",\"JCRName\":\"\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"The Antidote","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1108/EUM0000000006703","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"","JCRName":"","Score":null,"Total":0}
States many organizations are forced to rely on personally held, often idiosyncratic, views regarding the future. Looks at how the founder of Digital Equipment Corporation, Ken Olsen, who wrongly predicted that PCs would never be in individual's homes was proved wrong! Investigates other companies that have also made wrong decisions and discusses them in depth. Uses a Figure to emphasize the relationship between scenario content and managerial response.
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