stakeholder groups were then invited to the workshops by the researchers in conjunction with LSA

and TP management. The diverse points of view represented by the variety of participants in the
scenario research workshops helped to broaden the set of possible future scenarios with which to
generate insights for the present (van der Heijden, 2005). The following line of questioning inherent
to scenario planning (van der Heijden, 2005) was used to facilitate the discussions in the workshops
(questions i and ii in particular) and the subsequent employee meetings (questions ii and iii in
particular): i) Questions on ‘how can trends in the wider contextual environment cause novel,
unexpected and sudden surprises in the future’ steered the conversation to assess highly plausible
yet often ignored trends whose occurrence might cause significant disruption in the broader
contextual environment. ii) Questions on ‘how might the combined influence of the novel,
unexpected and surprising changes transform the established rules of the game and commonly
understood practices governing the industry sectors in the future’ steered the

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