Scenario planning has become detached from its roots in strategic management. The dominance of strategy process research and the search for links to performance and impact have pushed researchers away from strategy perspectives. While the cognitive stream of research has provided many insights, a practice approach is presented as an alternative theoretical perspective that reestablishes the role of strategy in a scenario planning process. Within a strategy‐as‐practice perspective, three areas of significance to practice‐orientated scenario planning research emerge: situated practice, macro influences, and micro activities. Scholarly attention to these areas can enhance current theoretical and practical understanding of scenario planning.