Helping with Adventurer Party Management

With regard to development and taxation, he said that no specific items could be determined without the investigation going forward.

"Well, I guess it's quicker to turn the feedback around trying than to make a scenario"

I was going to endorse the policy of the new officials, but they missed the choice of words.

"A scenario is, what is it?

and was questioned by Paperino.

A little, I was worried about explaining how.

It's as simple as a fool to explain briefly, but hard to explain.

Because that's the concept.

In the end, it will be explained while exploring the reactions of the new officials.

"Suppose we used a method called scenario planning for territorial development. For example, set three scenarios. If it went very well, if it was as assumed, if it failed greatly"

"If it goes well, do you need to think about something?

"If it works, for example, if it was abundant crops, problems arise with crop distribution and conservation. If the investment went well, it would be necessary to consider whether repayment should be rolled up. If the crowd gathers well, additional plans will be needed for the distribution of dwellings and agricultural land"

"I see. If it goes well, so many things happen."

"That's right. The same applies if you fail a great deal. It will require a variety of actions. It's a way to wash them out in advance and consider them."

In fact, there is often no response from considering our territory alone.

I hope that policies can be raised and implemented throughout the kingdom through young clergy because it is a highly effective method when utilized by the Church and the upper ecclesiastics of the kingdom, but it may just be quick.

"But isn't that about what you're thinking if you're the one standing up there?

As Rodolph questioned, I'm thinking about that extent if it's something that stands on top.

The question is whether we can continue to have that first natural question as an organization.

"When you actually start looking at it, there's a lot going on. I think I'll let you go through it."

Consider shopping big, for example buying a house.

Buying a house is a big business for a normal household. Selecting a location, family wishes, simulating a mortgage, meeting with a housing company, etc. is parallel to living, so it is burdensome to have two jobs.

I wish I could make a decision instantly, but as I tour the residential exhibition hall for a long period of time, I gradually don't know what to base my house on.

The same is true of large projects carried out by large organisations like the company. As the project progresses, the risks of the project deteriorating or frustrating, such as a change in the business environment envisaged, the relocation of key people, or a change in the organization of the division, exist in various places.

To avoid these, for what purpose and how can they be successful? What are the risks envisaged? What will you do when it happens? These detailed decisions are summarized in the form of a story as a scenario.

In so doing, it will be able to unify the will of the organisation and sustain long-term projects in a stable manner.

The harder it feels to be a training ground, the harder it is to have a documented policy that allows you to return to your starting point when an organization is disrupted.

Once territorial development begins, the new officials will know about it even if they don't like it.