Strategic Economic Planning for Organizations
What this covers
Engagement Outline
- Sessions 1 and 2 - Diagnostic phase
- Map your existing planning process. Identify where economic assumptions sit, how they were formed, and how sensitive your plans are to changes in three to four key variables.
- Sessions 3 and 4 - Economic environment analysis
- Build a structured view of the economic conditions relevant to your sector. Cover trade data, fiscal policy signals, and regional economic interdependencies where applicable.
- Sessions 5 and 6 - Scenario construction
- Develop three distinct economic scenarios - a base case, a contraction scenario, and an expansion scenario - with specific triggers and planning responses for each.
- Sessions 7 and 8 - Framework integration and review
- Integrate the scenario framework into your existing planning calendar. Define review triggers, assign ownership, and stress-test the framework against one historical period from your sector.
Between sessions, expect to spend around three hours per week on data gathering, reading, or framework drafting. The workload is front-loaded toward the diagnostic phase.
About this resource
Long-range planning breaks down when the economic assumptions underneath it are either wrong or too rigid. This coaching engagement is built around fixing that.
The core problem this addresses
Organizations often produce five-year plans that treat economic conditions as fixed. When inflation shifts, when export demand contracts, or when a central bank changes its rate path, those plans become unreliable within months. The work here is about building planning architectures that can absorb those changes without requiring a full restart each time conditions move.
Sessions draw on real examples from Southeast Asian economies - commodity price cycles, currency fluctuation effects on import-dependent sectors, and the planning challenges faced by public institutions operating under multi-year budget constraints. These are not theoretical cases; they reflect the kinds of decisions participants are typically navigating.
Session structure
Eight sessions over ten weeks, each running two hours. The first two sessions are diagnostic - examining your current planning process and identifying where economic assumptions are embedded and untested. The remaining sessions build toward a revised planning framework tailored to your organization type and sector.
We had a solid strategic plan that fell apart when input costs shifted. Working through the scenario stress-testing sessions helped us build something that actually held. - Tariq Osei-Bonsu, director of planning, regional infrastructure body
What you will produce
Participants leave with a documented planning framework, a set of economic trigger indicators specific to their sector, and a process for reviewing and updating plans on a defined cycle. The framework is yours to use and adapt independently after the engagement ends.
This is not a course with fixed answers. The coaching is most effective for participants who come with a real planning challenge and are willing to examine their current assumptions critically.