In few words I need a substantive comment on this post:

As discussed in the text, useful planning tools and techniques consist of forecasting, benchmarking, and plans based on contingency, scenarios and staffing. To ensure success from any of these methods, it is important to start with a strong foundation of accurate information and/or metrics prior to beginning any planning phase (Uhl-Bien et al., 2021).

Forecasting involves the prediction of things to come (future), whereas benchmarking is focused on making continuous improvements rather than remaining complacent. And with contingency planning, alternate ways of completing tasks are considered, especially when conditions are unstable; scenario planning is like contingency, but with an extended time frame. Lastly, staff planning is a role in an organization responsible for making needed plans between employees and managers to facilitate productivity and coverage etc. (Uhl-Bien et al., 2021).

For me personally, contingency planning can improve my overall impact and success in my current role as a consultant who supports several management teams issues and initiatives. For example, when seeking to solve gaps in processes and/or procedures, there are many considerations involved in a seemingly simple task. It may begin as a business-as-usual request that results in complexities that are difficult to manage or complete by a specific target date, leading to both upstream and downstream negative impacts for business groups totaling1,000+ employees. Therefore, a contingency plan is often treated as a plan that is not always executed on, until a trigger occurs (Uhl-Bien et al., 2021).

References

Uhl-Bien, M., Piccolo, R.F., Schermerhorn, J. R. & Bachrach, D.G. (2021) ISBN-13: 9781119791553. MGT-420 organizational behavior and management with WileyPLUS. (p 29, p 33, p 38) Wiley & Sons