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The year 2020 went differently for all of us than we expected. All plans had to be revised, and the pandemic dynamics are still not broken. The above quotation from Eisenhower underlines the value of planning in the current time. The description of possible future time paths and targets in the context of the planning is and remains a central value, even if the plan itself has to be adapted again and again.

Over the years I have smiled many times when thinking back at the Christmas eve when our son, then in his fifth year, unwrapped the present from his sister, who had just turned seven. Bursting with pride and expectation she watched her brother reveal the white felt mouse she had made for him. Softly, he uttered: — I didn’t know I wanted this…

In times of great uncertainty and big changes, it is widely accepted that planning needs to be based on future scenarios rather than trends and predictions. Forget about machine learning. Forget about artificial intelligence. Forget about data mining. They all fail because they rely on data which won’t be available until long after we must decide how to deal with the situation. How do we create scenarios that can help us come safely through the different paths this virus might take us through?

If you should ever experience a rainy day in Norway, and you complain about it, someone will tell you:

- There is no bad weather – only bad clothing!

There is a subtle wisdom behind this; we should focus on things that we can do something about, such as, our clothing.

In hectic times characterized by many keywords, especially in the context of digitization, it is not always easy to keep track of and organize the numerous terms. It is very important to correctly classify the respective contributions of the topics for successful corporate management, because to do otherwise can quickly become dangerous.

With New Year’s Eve a few weeks behind us, our focus has already shifted from closing one year to opening the next. At work, you have probably rolled your sleeves up and your models forward; you are ready for creating the ultimate plan for the year. It would surprise us if your strategic agenda does not cover current fast and deep changes in technology, processes, organisations, and environment.

Our annual Dynaplan convention is less than two months away. The preparations for it started many months ago here at Dynaplan and by our host AOK. This year our focus is on reshaping the future workforce and living the adventure. Together, shaping and living can create organisations that are both robust and agile at the same time.

Imagine a game between a chess master and a novice who knows the rules of the game, but not much more. It seems obvious that the master will win the game. However, if we learn that the novice is allowed to use a chess computer to help determine the moves, this will immediately change our prediction of the outcome. Can we carry this simple thought experiment over to other arenas? We think so. Access to a strategy computer can make a big difference for the strategic planner.

This year, as every year, the Norwegian language institute invited radio listeners to suggest the word of the year. Most years, a funny or positive word makes its way to the top, but for 2017, the word of the year is «trakassering»; the Norwegian term for harassment. Much thanks to the #MeToo movement, focus is set on the harm of bad business culture and behaviour. Going into the holiday season, let us remind ourselves of the real values in life: respect, kindness, and care.

Chess has changed status from being a game to becoming a sport; a race of brains.

It is no secret that chess computers can beat chess players – at chess. In all other areas, even a child can outperform a chess machine.