Scenario Planning

Scenario planning is the strategic forecasting practice of modeling multiple plausible futures, typically a bull case, base case, and bear case. It varies multiple assumptions together to create coherent alternative scenarios, used to understand the range of possible outcomes, identify decisions that work across scenarios (robust strategies) vs decisions that work only in specific scenarios (fragile strategies), and prepare contingency plans. Distinct from sensitivity analysis (which varies one variable at a time), scenario planning bundles multiple assumption changes into holistic alternative futures.

The standard scenarios:

Bull case (everything works):

• Faster customer growth than expected.
• Lower churn than expected.
• Better unit economics than expected.
• Used to: understand upside potential; size aspirational targets.

Base case (most-likely):

• Realistic assumptions based on current trajectory.
• The plan most decisions are made against.

Bear case (things go wrong):

• Slower growth than expected.
• Higher churn than expected.
• Major customer loss or competitor entry.
• Used to: stress-test runway; identify when emergency measures are needed.

Scenario planning practices:

Define scenarios crisply: each scenario should be coherent, not random assumption changes.

Identify trigger events: what would cause a scenario to materialize? Specific market changes, competitor moves, internal performance.

Model financial implications: each scenario produces different revenue, burn, runway, fundraising needs.

Identify scenario-robust decisions: decisions that work in all scenarios (build them now).

Identify scenario-fragile decisions: decisions that work only in specific scenarios (consider whether to commit).

Common scenario planning failures:

Only base case modeled: misses downside preparation and upside opportunity.

Bear case too mild: scenarios should stress-test, not just slightly underperform.

Scenarios without triggers: hard to know when to react to one vs another.

No contingency plans: scenarios identified but no preparation for them.

Ryan's Take

Scenario planning is what separates the companies ready for variability from the ones blindsided by it. Model a bull, base, and bear case with assumption sets that actually hang together, then name the trigger events that tell you which one is happening. Have a real contingency plan for the bear case, and favor decisions that hold up across all three. A few hours of this buys you genuine preparation for the variability that always shows up.

What founders get wrong: Only modeling the base case, then being surprised by both downside scenarios (no contingency plans) and upside scenarios (no preparation to capture). The right discipline: model multiple coherent scenarios, identify triggers, prepare contingency plans.

Related: [Sensitivity Analysis] · [Financial Model] · [Financial Projections] · [Strategic Planning] · [D&O Insurance]

FAQ

What is scenario planning? Strategic forecasting practice of modeling multiple plausible futures (bull, base, bear cases) by varying multiple assumptions together to create coherent alternative scenarios. Distinct from sensitivity analysis (single variable).

What scenarios should I model? Typically three: bull case (better than expected), base case (most-likely), bear case (significant downside). Each should be coherent rather than random assumption changes. Add scenarios for major specific risks (competitor entry, regulatory change, market shift).

How is scenario planning different from sensitivity analysis? Sensitivity: vary one variable at a time to isolate impact. Scenarios: vary multiple variables together for holistic alternative futures. Both useful; sensitivity isolates drivers, scenarios model combinations.