In some of my executive education work, I help emerging leaders switch from "base case only" planning to creating and considering scenarios. For those with HBR access, here is an interesting case example of that type of thinking in action, at Lego. Personally, I'm not convinced forcing a 2-dimensional scenario framework is helpful -- crafting 4-5 compelling scenarios with multi-factor narratives behind them is less constraining -- but the overall case example is quite illustrative.
HBR Lego Group: Envisioning Risks in Asia (A)
Principal, Balanced Risk Strategies, Ltd..