Remote consultation (using messaging, audio, and video) between care professionals and patients has long been an option explored by many healthcare organisations (such as hospitals, family doctors etc.) but never really took off in earnest in the past. All this changed since the start of the pandemic due to patient and staff safety considerations and especially when social distancing rules in healthcare settings came into force. RemoteDoctor is a software company (falling into the category of small and medium-sized enterprise or SME) that has been developing a number of technical solutions and software packages to facilitate remote consultations between care professionals and patients for a number of years. Since the start of the pandemic, it has enjoyed a significant increase in demand for their products and services. Historically based in the South West of England and originally only counting a handful of UK based healthcare organisation as clients, RemoteDoctor has recently expanded their business both at home and overseas. This has resulted in almost doubling the number of their employees to around 100. They are currently finalising plans to establish a number of offices overseas to better serve their newly acquired clients in these locations. Despite the very positive outlook, the directors have decided they need a more structured approach to thinking through and evaluating current options and future decisions. One of their business analysts, who is a recent ITM/EBM graduate, suggested they used a technique called Scenario Planning

1. What do you think is the main benefit and main drawback of using scenario planning in this particular example and why?