In this short webcast, Jim Greer discusses the benefits of a Strategic Foresight and Scenario-based Planning approach particularly in this dynamic and complex environment. To access this presentation complete with audio, please visit us at www.alisinc.com in our Professional Development tab.
This document discusses futures thinking and scenario planning. It covers several topics related to innovation including megawaves of change, reframing thinking, scaling scope, and human mashups under emergence. Examples are provided of past quotes that underestimated new technologies like personal computers, the internet, and graphical user interfaces. Innovation scales are presented that measure disruption vs investment required and calculate types of innovations. Crowd-sourcing views of fintech innovations are shown plotted on axes measuring investment, disruption, and views of members. The document explores various aspects of innovation and futures thinking through examples, quotes, and frameworks.
This document discusses scenario planning and foresight. It provides examples of past predictions that turned out to be wrong. Scenario planning is described as a way to consider plausible futures rather than making predictions. The key aspects of foresight are exploring options rather than planning actions and considering implications of possible futures. Scenarios are defined as possible narratives that provide context for decision making. The scenario planning process involves environmental scanning, identifying drivers of change, building scenarios, and considering strategic implications.
The document outlines an agenda for a scenario planning workshop, including introductions to scenario planning, exercises analyzing a case study and developing scenarios, and presentations. It discusses learning objectives of gaining experience with scenario planning and understanding trends. The schedule covers lectures on scenario planning and a case study, and group work developing scenarios and presentations.
This document provides an overview of futures thinking and strategic visioning. It discusses tools for foresight like causal layered analysis and the futures triangle. It also emphasizes that foresight requires both contemplation to generate insights as well as action to create change. Key aspects of foresight discussed include examining trends, structures, worldviews and underlying narratives to understand the push, pull and weight of different possible futures.
Our Morgenbooster: Designing for Possible Futures.
Get a sneak-peak into how to apply futures thinking to your design processes to help create reactive and proactive brands, businesses, and products.
An overview of Systems Thinking, and how to apply the ideas of Complexity Theory to management of systems, with the results being called "Complexity Thinking".
This presentation is part of the Management 3.0 course created by Jurgen Appelo.
http://www.management30.com/course-introduction/
IFF Three Horizons Framing Transformative Innovationgrahamiff
Core set of slides explaining Three Horizons framework as three perspectives on the future potential of the present moment, plus how these perspectives interact in service of systems transition and 'transformative innovation'.
This document discusses theory of change and its importance for evaluation. It begins by introducing theory of change and explaining that it is a process for exploring how change happens in a particular context. It then discusses building a theory of change by defining a program, its outcomes and intermediate steps, and identifying assumptions. The document explains that theory of change is important for evaluators to consider process and for programmers to be results-oriented. It also notes a common criticism is that theory of change can oversimplify programs.
An Overview of Scenario Planning - Introduction, Overview and ExamplesAxiom EPM
An Overview of Scenario Planning. Topics include: Scenario Planning and Uncertainty, Scenario Planning Prerequisites, Key Benefits of Scenario Planning, Types of Scenario Planning, Overcoming Hurdles to Scenario Planning and Five Required Structural Elements
Agile Contracts by Drew Jemilo (Agile2015)Drew Jemilo
Agile has moved far beyond commercial software into the world’s largest enterprises and government agencies. We have scaling methods which can help launch vehicles into the atmosphere and beyond, yet traditional contract mindsets have put a drag on escape velocity. But there’s good news! We have agile explorers discovering the next frontier of contract agility. Join us for this Agile2015 session and enter the new era! This era includes the Scaled Agile Framework® (SAFe®)
TRADITIONAL MODELS TO LEAN-AGILE APPROACHES
Fixed requirements, big up-front design, and gated processes have been the norm. The rationale seemed logical in the past. It would not make sense to award a contract or commit to a major development investment without knowing what the system is supposed to do, how much it costs, and when it will be completed. We assumed that complex systems could be fully defined before they were built, that requirements and solutions would not change, and that we could build it right the first time.
Traditional models exist but Lean-Agile contract approaches are gaining momentum in both the commercial and the U.S. Federal space. Find out more!
How do you make a choice when possible solutions vary? How do you behave in an extraordinary situation? How do you structure complex activities?
All these situations incorporate environment and context exploration along with feasibility assessment. They call it sensemaking.
This webinar is dedicated to Cynefin sensemaking framework and it’s real life usage examples in different aspects of Agile activities.
During the webinar we will cover:
* Cynefin sensemaking framework (domains, expected behaviors)
* Using Cynefin framework for splitting User Stories
* Using Cynefin framework on retrospectives
* Using Cynefin framework for collaboration with company environment
This document introduces the Three Horizons Framework for managing innovation activities over different time horizons. The framework divides innovation into three horizons: Horizon 1 represents the current dominant system; Horizon 2 is a transition period as the current system declines; and Horizon 3 represents emerging future systems. Managing innovation across these horizons requires different mindsets to address current needs, transition effectively to new opportunities, and envision future possibilities. The Three Horizons Framework provides a methodology to connect innovation activities over time in a coherent way and help organizations better manage uncertainty.
Understanding complexity - The Cynefin frameworkKeith De La Rue
A brief overview of the Cynefin framework, with discussion on complexity, and why it is important to understand how organisations work in order to implement change.
Introduction to Futures Studies: Methods and TechniquesVahid Shamekhi
This document provides an overview of various futures studies methods and techniques, including:
1) Technology monitoring and forecasting to gather information and anticipate technological changes.
2) Qualitative and quantitative techniques like scenario planning, roadmapping, and cross-impact analysis to explore uncertainties and alternative futures.
3) Participatory methods like the Delphi technique and futures workshops to incorporate diverse perspectives.
It also describes several specific techniques in more detail, such as environmental scanning, trend analysis, causal layered analysis, and relevance trees/morphological analysis. The document serves as an introduction to the field of futures studies and the range of analytical approaches used.
Scenario-building enables managers to invent and then consider in depth several varied stories of equally plausible futures. They can then make strategic decisions that will be sound for all plausible futures. No matter what future takes place, one is more likely to be ready for and influential in it if one has thought seriously about scenarios. Scenario planning challenges mental models about the world and lifts the blinders that limit our creativity and resourcefulness.
This document provides guidance on scenario planning, including an overview of what scenario planning is and why it is used. It discusses key considerations for the scenario planning process such as defining the purpose and timeframe. It then presents three options for scenario planning methodologies: the two axes method, branch analysis method, and cone of plausibility method. Each method is briefly described. The document emphasizes that scenarios must be plausible, internally consistent, based on rigorous analysis, and engaging. It states that the scenarios should explore a range of plausible futures rather than just a status quo, ideal, and worst-case scenario.
This slideshare describes the Theory of Change approach to program planning and design. The Theory of Change approach focuses on the assumptions that underlie social innovations and compels the kind of focus on evaluation that can help social programs improve. Unlike logic models, which are often nothing more than lists of a activities and outcomes, Theories of Change allow for a focus on the links between activities and outcomes. In our view this makes the Theory of Change approach superior.
Agile is both a set of practices and a mindset. Success lies in understanding both “Doing Agile” as well as “Being Agile”. In this hands-on session, 5 key practices to support an Agile Mindset will be demonstrated so that you have some practical tools use immediately at work. You will also be left with some deeper challenges about what it takes achieve Organizational Agility.
The document introduces the design methodology, which applies critical and creative thinking skills to understand and visualize complex problems and develop solutions. It involves mapping current and desired systems within an environmental space, and thinking across five spaces - problem, solution, assessment, adaptation, and learning - to address challenges. The goal is to understand problems at a deeper level and solve the right problems, rather than just addressing symptoms.
This presentation highlights the state of S&T through the perspective of Science Governance, Industry and Education. This was used as a scene setting presentation for scenario planning session.
Designing the Invisible - Changing the Rules of the Game in Health(care)JosinaV
This document discusses designing for change by making the invisible visible. It argues that design often focuses on tangible things without acknowledging underlying social forces and assumptions. It suggests that to create meaningful change, designers must place themselves on a spectrum of how much a system needs to change and draw mental models of invisible elements like relationships. Examples are given of projects that prototype future scenarios, surface assumptions, and create spaces to experiment with alternatives. The goal is to build reflexivity and imagine new possibilities by bringing the invisible influences of a system to light.
Key talking points from my dissertation that explores how an organizational futurist can help integrate foresight into organizations: http://www.andyhinesight.com/wp-content/uploads/2012/12/Hines-Thesis-submission-final.pdf
Defining service design amid converging areas of researchJosinaV
A look at how the focus of research areas related to service design have shifted over time and are moving toward an embodied, participatory approach to transforming complex service systems that focuses on institutional change.
Future of Mental Health - Reverse Archaeology Event ReportJosinaV
Experiment in Reverse Archaeology: Exploring the Future of Mental Health Services was a hands-on workshop co-hosted by MaRS and CAMH (Centre for Addiction and Mental Health) on May 23rd, 2013. This session was held as a part of a series of meet-ups of health innovation centres, engaging forty health system innovators, service providers, and individuals with lived experience of mental health needs from across Southern Ontario.
Presentation Slides for Reverse Archaeology WorkshopJosinaV
These slides were presented at a reverse archaeology workshop on May 23rd hosted by MaRS and CAMH exploring the future of mental health. The workshop invited participants to bring the future of mental health services to life by filling bathroom cabinets with objects "found" in 2034.
Jim Greer, Vice President of Strategic Leadership and Design at Abrams Learning and Information Systems, Inc. (ALIS) presented at the 2013 World Disaster Management Conference. In this presentation, Jim discusses the use of Design Methodology for Catastrophic Incident Planning. To learn more about Design Thinking, the application of Design Methodology, and Planning, visit us at www.alisinc.com.
The document discusses Houston Foresight, a program that prepares students to become professional futurists. It provides an overview of foresight as a discipline, explaining that it studies and identifies plausible future changes and insights from various fields rather than predicting a single future. The program's curriculum consists of 5 levels and typical course sequences to teach foresight frameworks, tools, and methods. It emphasizes practical benefits like guiding policy, stimulating innovation, and building learning organizations. The program at the University of Houston is noted as the longest-running and most unique, applied, and enjoyable foresight program.
The Future of Specialized Health Care ProvidersJosinaV
This project is for the game-changers and rabble-rousers working within health care to create much needed transformation within the industry. For those that are frustrated with the way things are and seek a better future, this project is an example of the power of foresight to provoke deep insights and inform thoughtful strategic directions.
This project was completed by Phouphet Sihavong, Uma Maharaj, and Josina Vink as part of Ontario College of Art and Design University’s (OCADU) Master of Design in Strategic Foresight and Innovation (SFI) program in Toronto, Ontario.
Shaping Tomorrow is the world’s first, multi-award winning, and only AI-driven, systems thinking model that delivers strategic foresight and anticipatory thinking in real-time.
CEO / CXO Architecture - The missing piece in your BI&A architectureCorporater
Most CEOs and CXOs are not happy with the BI&A initiatives. There is an apparent gap between what insights/information the top management needs from IT, and what is delivered. In this presentation, you will get critical insights into what a BI&A architecture should contain in order to close this gap.
This presentation will help you understand the specific core building blocks needed to reach business outcomes, and how the BI&A architecture can serve this purpose – all viewed from a CEO/CXO’s perspective.
User-Centric Design: How to Leverage Use Cases and User Scenarios to Design S...SPTechCon
The document discusses Seth Earley's experience and background in information architecture, as well as Earley & Associates' services in content management and search solutions. It then covers the user-focused approach to information architecture, which involves observing users, developing scenarios around tasks and audiences, and identifying the necessary content to support those scenarios. The goal is to translate user needs into an information architecture and content organization that meets those needs.
The document discusses how Cloudera helps customers with their data and analytics journeys. It recommends that customers (1) build a data-driven culture, (2) assemble the right cross-functional team, and (3) adopt an agile approach to data projects by starting small and iterating often. Successful customers operationalize insights efficiently and implement data governance appropriately for their needs and maturity.
1) The document provides an overview of strategic planning and marketing concepts including defining strategic business units, identifying strategic alternatives using matrices, describing elements of the marketing mix and target market strategies, and explaining the importance of implementation, evaluation, and control of the marketing plan.
2) Key learning outcomes are identified relating to strategic planning, developing a mission statement, conducting a situation analysis to identify competitive advantages, setting objectives, and techniques for effective strategic planning.
3) Various exhibits and examples are referenced to illustrate strategic concepts like Ansoff's matrix, the BCG matrix, target market selection, and the marketing mix.
This document outlines the key aspects of information systems used in organizations. It discusses the typical departments within organizations, including research and development, production, marketing, accounting, human resources, and information systems. It describes the traditional levels of management as top, middle, and lower, and how they make strategic, tactical, and operational decisions. The document also discusses the different types of information needed at each level - structured, unstructured, and semi-structured. It then outlines the major computer-based information systems used at each management level, including transaction processing systems, management information systems, decision support systems, and executive support systems. Finally, it provides an overview of the systems development life cycle and the six phases involved in developing new systems.
How Advanced Data Analytics will transform benefits managementMartin Paver
This document summarizes a presentation on how advanced data analytics can transform benefits management. It begins with an overview of AI/machine learning concepts and how large amounts of connected data can be leveraged. Examples are given of how data on past projects can be used to predict risks, costs, and benefits through techniques like recommender systems and graph databases. The presentation advocates developing a data trust to pool project data and using tools/platforms driven by this data to provide insights, reduce bureaucracy, and independently assure benefits claims. The next steps proposed are to develop use cases, a data strategy/model, and pool initial data to address cases and iterate solutions.
The document provides an overview of a presentation by Donny Shimamoto on managing information for impact in nonprofits. Donny is the founder and managing director of an IT consultancy focused on nonprofits. He has expertise in IT management and is a recognized speaker on using information and technology to strengthen nonprofits. The presentation covers developing an IT strategy aligned with mission and business needs, understanding the value of information and how to collect the right data, developing an information architecture and enterprise architecture, and selecting information systems.
The world is morphing fast:
Low economic growth
Increasing uncertainty
Accelerating change
Increasing complexity
Digitalization
More chance of surprise
CMO vs CIO: Paths Forward to Collaboration on Collaboration - Ray Wang, Esteb...OpenKnowledge srl
The document discusses the emergence of the Chief Digital Officer role to help facilitate collaboration between the CMO and CIO. It notes that companies are shifting from being company-centric to customer-centric, leaving leaders overwhelmed. The CDO can help drive digital strategies around areas like mobile, marketing automation, data analytics, and social business to improve customer experiences across the entire lifecycle. The CDO also helps the CMO and CIO align their goals and priorities to balance business needs like efficiency, security and innovation.
Minimum viable concept (MVC) on continuous improvement and evolvement of maximising data intelligence usage and value across any business or organisation. Feedback, ideas and discussions are welcomed to improving the core fundamental ideas of this concept.
Visit for more info > https://madsigma.com/sGlwshpM
Latest version 2019.08.24
Shaping Tomorrow - Getting Started - IntroductionKerry Richardson
Their goal is to provide clients with near real-time information on emerging trends and forecasts through an AI-powered system to help improve strategic decision making and planning.
The right learning delivered at the right time can have a significant impact on productivity, but when wrong, it can be a costly distraction. Organizations looking to create a competitive advantage have to deliver differentiated solutions to their people. As jobs become more specialized and the workforce increasingly diverse, the time for cookie-cutter learning programs has passed. To really increase the productivity of people in your organization, their experience needs to be personalized — the information and recommendations they receive and the actions they take must all be relevant and helpful.
Context-aware learning combines situational and environmental information with other information to proactively offer enriched, usable content, functions and experiences that are hyper-personalized and relevant to the receiver. By leveraging a broad range of information about an individual, this tailored learning creates significantly greater value.
Join Steve Parker, SPHR, and vice president at SumTotal Systems, the world’s leader in learning and the first provider of context-aware HR technology, to learn how to drive greater impact with your learning programs through context. You’ll learn:
How data drives context, and how to get the right data fast.
Why the right technology is important, and why you don’t have to get rid of what you already have.
How to put people, not process, at the center of your learning programs.
Join us for an exciting webinar on this significant breakthrough in learning delivery and break free from one-size-fits-all learning. With SumTotal, talent is boundless.
This document provides an overview of scenario analysis as a strategic planning method. Scenario analysis involves developing multiple potential scenarios for how the future may unfold based on trends and uncertainties. It is meant to help companies explore different possible futures rather than anchoring to a single view. The method involves defining the scope, identifying stakeholders and trends, uncertainties, and scenario themes. Scenarios typically include an end state, story, driving forces, and logics. Developing multiple plausible scenarios can help organizations better prepare for an uncertain future and adapt more quickly.
Mike Burrows: Up and down the Deliberately Adaptive Organisation – business a...Lviv Startup Club
Mike Burrows: Up and down the Deliberately Adaptive Organisation – business agility at every scale
Global Online PMDay
Website - https://opmday.org
Youtube - https://www.youtube.com/startuplviv
FB - https://www.facebook.com/edunomicaone
The document provides an overview of disaster management basics and business continuity planning. It discusses that organizations need to consider a wide range of potential disasters and risks, both predictable and unpredictable. Further, it emphasizes that effective planning requires analyzing interdependencies and impacts, having coordinated response plans, and building organizational resilience through strategies like graceful degradation and agile restoration. The final sections discuss crisis management team roles and the three levels of continuity - strategic, operational, and tactical.
Equip yourself with AI-driven research, instant forward intelligence, auto scenarios & collaborative strategic thinking to plan your future & act in time.
The system helps you to define, gather, analyze, prioritize and distribute forward intelligence about products, customers, competitors, policies, strategies and your environment to support you in 'making better decisions today'.
The document discusses the rapid growth of data and importance of big data. It notes that 5 exabytes of data were created from the dawn of civilization to 2003, but now that much data is created every two days. It also lists the massive amount of data created every minute on platforms like YouTube, Facebook, and Instagram. The document recommends a 5 step approach for companies to leverage big data: 1) focus on consumer problems, 2) audit existing and needed data, 3) create an initial plan, 4) test proof of concepts, and 5) create a strategic roadmap informed by lessons learned. It provides examples of companies achieving double digit growth and cost savings from enhanced consumer analytics using big data.
Becoming Data-Driven Through Cultural ChangeCloudera, Inc.
We've arrived at a crossroads. Big data is an initiative every business knows they should take on in order to evolve their business, but no one knows how to tackle the project.
This is the first in a series of webinars that describe how to break down the challenge into three major pieces: People, Process, and Technology. We'll discuss the industry trends around big data projects, the pitfalls with adopting a modern data strategy, and how to avoid them by building a culture of data-driven teams.
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Principles of Roods Approach!!!!!!!.pptxibtesaam huma
Principles of Rood’s Approach
Treatment technique used in physiotherapy for neurological patients which aids them to recover and improve quality of life
Facilitatory techniques
Inhibitory techniques
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(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏.𝟎)-𝐅𝐢𝐧𝐚𝐥𝐬
Lesson Outcome:
-Students will understand the basics of gardening, including the importance of soil, water, and sunlight for plant growth. They will learn to identify and use essential gardening tools, plant seeds, and seedlings properly, and manage common garden pests using eco-friendly methods.
Slide Presentation from a Doctoral Virtual Open House presented on June 30, 2024 by staff and faculty of Capitol Technology University
Covers degrees offered, program details, tuition, financial aid and the application process.
How to Show Sample Data in Tree and Kanban View in Odoo 17Celine George
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In Odoo 17, confirmed and uninvoiced sales orders are now factored into a partner's total receivables. As a result, the credit limit warning system now considers this updated calculation, leading to more accurate and effective credit management.
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Is Email Marketing Really Effective In 2024?Rakesh Jalan
Slide 1
Is Email Marketing Really Effective in 2024?
Yes, Email Marketing is still a great method for direct marketing.
Slide 2
In this article we will cover:
- What is Email Marketing?
- Pros and cons of Email Marketing.
- Tools available for Email Marketing.
- Ways to make Email Marketing effective.
Slide 3
What Is Email Marketing?
Using email to contact customers is called Email Marketing. It's a quiet and effective communication method. Mastering it can significantly boost business. In digital marketing, two long-term assets are your website and your email list. Social media apps may change, but your website and email list remain constant.
Slide 4
Types of Email Marketing:
1. Welcome Emails
2. Information Emails
3. Transactional Emails
4. Newsletter Emails
5. Lead Nurturing Emails
6. Sponsorship Emails
7. Sales Letter Emails
8. Re-Engagement Emails
9. Brand Story Emails
10. Review Request Emails
Slide 5
Advantages Of Email Marketing
1. Cost-Effective: Cheaper than other methods.
2. Easy: Simple to learn and use.
3. Targeted Audience: Reach your exact audience.
4. Detailed Messages: Convey clear, detailed messages.
5. Non-Disturbing: Less intrusive than social media.
6. Non-Irritating: Customers are less likely to get annoyed.
7. Long Format: Use detailed text, photos, and videos.
8. Easy to Unsubscribe: Customers can easily opt out.
9. Easy Tracking: Track delivery, open rates, and clicks.
10. Professional: Seen as more professional; customers read carefully.
Slide 6
Disadvantages Of Email Marketing:
1. Irrelevant Emails: Costs can rise with irrelevant emails.
2. Poor Content: Boring emails can lead to disengagement.
3. Easy Unsubscribe: Customers can easily leave your list.
Slide 7
Email Marketing Tools
Choosing a good tool involves considering:
1. Deliverability: Email delivery rate.
2. Inbox Placement: Reaching inbox, not spam or promotions.
3. Ease of Use: Simplicity of use.
4. Cost: Affordability.
5. List Maintenance: Keeping the list clean.
6. Features: Regular features like Broadcast and Sequence.
7. Automation: Better with automation.
Slide 8
Top 5 Email Marketing Tools:
1. ConvertKit
2. Get Response
3. Mailchimp
4. Active Campaign
5. Aweber
Slide 9
Email Marketing Strategy
To get good results, consider:
1. Build your own list.
2. Never buy leads.
3. Respect your customers.
4. Always provide value.
5. Don’t email just to sell.
6. Write heartfelt emails.
7. Stick to a schedule.
8. Use photos and videos.
9. Segment your list.
10. Personalize emails.
11. Ensure mobile-friendliness.
12. Optimize timing.
13. Keep designs clean.
14. Remove cold leads.
Slide 10
Uses of Email Marketing:
1. Affiliate Marketing
2. Blogging
3. Customer Relationship Management (CRM)
4. Newsletter Circulation
5. Transaction Notifications
6. Information Dissemination
7. Gathering Feedback
8. Selling Courses
9. Selling Products/Services
Read Full Article:
https://digitalsamaaj.com/is-email-marketing-effective-in-2024/
Ardra Nakshatra (आर्द्रा): Understanding its Effects and RemediesAstro Pathshala
Ardra Nakshatra, the sixth Nakshatra in Vedic astrology, spans from 6°40' to 20° in the Gemini zodiac sign. Governed by Rahu, the north lunar node, Ardra translates to "the moist one" or "the star of sorrow." Symbolized by a teardrop, it represents the transformational power of storms, bringing both destruction and renewal.
About Astro Pathshala
Astro Pathshala is a renowned astrology institute offering comprehensive astrology courses and personalized astrological consultations for over 20 years. Founded by Gurudev Sunil Vashist ji, Astro Pathshala has been a beacon of knowledge and guidance in the field of Vedic astrology. With a team of experienced astrologers, the institute provides in-depth courses that cover various aspects of astrology, including Nakshatras, planetary influences, and remedies. Whether you are a beginner seeking to learn astrology or someone looking for expert astrological advice, Astro Pathshala is dedicated to helping you navigate life's challenges and unlock your full potential through the ancient wisdom of Vedic astrology.
For more information about their courses and consultations, visit Astro Pathshala.
This briefing outlines the Abrams Learning and Information Systems, Inc. (ALIS) program to educate of planners, analysts and decision makers in strategic foresight, alternative futures and scenario-based planning.The ALIS, Inc. Program is IACET compliant. Continuing Education Units can be awarded.
Instructor Notes:What do we mean?What are some examples of acceleration relevant to your organization?What is a reframe?What are tightly coupled vs loosely coupled systems?The degree of interdependency affects coupling
Instructor Notes:Making present decisions with a eye on the future.What are some examples of that aspect of strategic planning from their work?What is the contribution of strategic foresight to Drucker’s definition?Does strategic foresight contribute to near-term decisions? If so, how?
Instructor Notes:Ask the students to describe the strategic planning approach their organization uses?Is it Sequential?Is it Segregating?Is it Rigid?Is it Procedural?Emphasize these models are all aimed at process. There is no content! No problem solving! No breadth and depth! No futures!
Instructor Notes:Definition from “Thinking About the Future” by Hines and BishopWhat leaps out from the definition? What word (s) did you key in on?How will your organization use the results of strategic foresight?
Instructor Notes:Strategic Foresight Methodology; a 6-step approachFrame the current environmentScan for trends, discontinuities, wild cards, and variablesForecast a range of alternative futuresDevelop a strategic vision based on futures implicationsConduct scenario-based planningProvide strategic guidance, strategic communications, a plan of action and a learning system.
Instructor Notes:Strategic Foresight Methodology; a 6-step approachFrame the current environmentSet conditions by building an effective teamUnderstand the rationale, purpose and objectives for the strategic foresight effortMap the current environment
Instructor Notes:Scanning is how we learn what we know in order to engage in strategic foresight, development of alternative futures and scenario-based planning.This is not possible without an organizational learning system. If we don’t have one, we must create one. Scanning must have both breadth and depth.
Instructor Notes:This is one of the most important concepts. Perhaps the most important takeaway from the entire module.The psycho-motor domain equates to training and has a very technical and physical focus.The cognitive domain equates to education and has a very mental focus.The affective domain equates to socialization and has a very moral focus.We have to learn in all three domains if we are to be effective in our strategic foresight efforts.Ask the group, where are current metrics (data collection for learning) focused?Why do we lag in affective learning?Our culture tends to be more technical.We are ethno-centric (we mirror image others rather than learning about them)We are drawn to quantitative vice qualitative assessmentsHow can affective learning improve our strategic foresight and resiliency?
Instructor Notes:The organization must learn in all three loopsMany organizations stay in the single loop modeTriple Loop learning is in all three domains.
Instructor Notes:STEEP = Social, Technological, Economic, Environmental, and PoliticalAdd – Bureaucratic, information, what others?Differentiate between the types of futures.Preferable – I win the lotteryProbably – I don’t win the lotteryPlausible – I get 4 or 5 numbers right and win a small amountPossible – I win $600 million in the Powerball
Instructor Notes:Goal is a strategic vision that is optimized across all probably futures and satisfices across plausible futuresAssumptions must be challenged, refined, rejected, proposed, testedImplications are critical to scenario-based planning that followsPosit an alternative future in which the US engages in a war in Korea with significant casualtiesWhat are the implications?What are the 2d and 3d order effects?What are the long-range consequences?What are some unintended consequences?What current assumptions do we have that would be invalidated?
Instructor Notes:Organizational innovation is both an individual and collaborative effortLeaders set the tone for innovation. As with most things, unless the leader creates conditions for and promotes innovation, it won’t happen. What might a leader do to promote creativity and innovation?What are considerations for allocating resources to innovation?Probability of outcomeRange of possible gainRiskDesperation?Creative capabilities resident in organization.What management practices will hinder innovation?BureaucracyRisk aversionBias“not invented here syndrome”“the way we’ve always done it” syndromeLack of confidence on the part of leaders
Instructor Notes:One of the critical aspects of strategic foresight is the transition to scenario-based planningScenarios are adjustments off the alternative futures from forecastingMore definition. Focus on what’s relevant to the major issuesUse the scenarios to develop and then synthesize strategic options.
Instructor Notes:Applied Design is an adaptation off the Army Design MethodologyFocuses on framing current and desired environmentIdentifying the problems getting from here to thereDevelop innovative solutions to those problemsAssess throughout planning and executionMake organizational adaptations as identified in conceptual or detailed planning
Instructor Notes:Scenario planning serves multiple purposes; not just strategic planningEffective scenarios are structured to address each of these requirementsWhich of the purposes do the members of the group think most important? Elicit answers from groupWhat other purposes might scenario-based planning serve? Elicit answers from group.Marketing/strategic communications supportAdoption of new roles and responsibilitiesArgument for resources
Instructor Notes:Without action strategic foresight is worthlessStrategic foresight enables effective Executive and strategic messaging. The Futures works enables the development of themes and messages and provides support for innovations and resource investments.Strategic guidance derived from foresight and scenario-based planning guides the future operations of the entire organization.Strategic foresight also provides insights into and the basis for what should be assessed and how.The organizational learning system put in place for strategic foresight is adapted to execution and assessment
Instructor Notes:Starting from an alternative future and the understanding of the trends, discontinuities, etcWe apply this process to develop scenariosUse brainstorming and affinity diagrams to develop ideas about the scenarioPut as much detail into the timeline as necessary
Instructor Notes:Strategic Foresight Methodology; a 6-step approachFrame the current environmentScan for trends, discontinuities, wild cards, and variablesForecast a range of alternative futuresDevelop a strategic vision based on futures implicationsConduct scenario-based planningProvide strategic guidance, strategic communications, a plan of action and a learning system.
This briefing outlines the Abrams Learning and Information Systems, Inc. (ALIS) program to educate of planners, analysts and decision makers in strategic foresight, alternative futures and scenario-based planning.The ALIS, Inc. Program is IACET compliant. Continuing Education Units can be awarded.