In 1997, Noranda embarked on two initiatives — scenario and strategic planning — that would determine the company’s future in the coming decades. The company saw scenario planning as a way to look at how the future would evolve. While not an attempt to predict the future, it would help identify likely scenarios as they started to emerge. This would give Noranda a head start in planning business responses. Strategic planning complemented scenario planning and set specific goals of mineral production. It also identified avenues to achieve these goals. For the past 25 years, Noranda had implemented a strategy of diversification in the resource industries, including forest products and energy fuels. That was about to change, and metal exploration would play a vital role.
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