In reality, we see rapid changes. <...> We must look at the whole range of uncertainties and challenges. Whenever possible, it is necessary to make decisions that are not so dependent on this huge range of factors — Vladimir Feigin, President, Institute for Energy and Finance.
The current information environment contains a large number of indirect factors, which at first glance may seem irrelevant to the energy market, at least short term but in the long term, they may have an impact, and what this effect will strongly depend on how much we understand market shaping potential of these factors — Maksim Nechaev, Director for Consulting, IHS Markit Russia.
Today’s key factors of successful scenario planning are not only deep knowledge, understanding of the market, but also regular tracking, grasping relationships and measuring, modelling and testing scenarios for compliance with the reality — Maksim Nechaev, Director for Consulting, IHS Markit Russia.
I often make mistakes, I am often wrong, but I understood one thing: we must always be prepared for the worst. In today’s dynamic world, you need to be able to predict revolutions, for example, the shale gas revolution in the United States. It gave the economic independence and complete freedom of action in the East. Alternatively, the ‘green’ revolution in China led to abandoning coal and switching to more environmentally friendly gas. These are the kinds of things we should foresee to avoid awkward situations — Nobuo Tanaka, Chairman of the Sasakawa Peace Foundation and Executive Director of the International Energy Agency (2007–2011) .