Your SlideShare is downloading. ×
0
Backcasting - IA Summit 2007 Session Presentation
Backcasting - IA Summit 2007 Session Presentation
Backcasting - IA Summit 2007 Session Presentation
Backcasting - IA Summit 2007 Session Presentation
Backcasting - IA Summit 2007 Session Presentation
Backcasting - IA Summit 2007 Session Presentation
Backcasting - IA Summit 2007 Session Presentation
Backcasting - IA Summit 2007 Session Presentation
Backcasting - IA Summit 2007 Session Presentation
Backcasting - IA Summit 2007 Session Presentation
Backcasting - IA Summit 2007 Session Presentation
Backcasting - IA Summit 2007 Session Presentation
Backcasting - IA Summit 2007 Session Presentation
Backcasting - IA Summit 2007 Session Presentation
Backcasting - IA Summit 2007 Session Presentation
Backcasting - IA Summit 2007 Session Presentation
Backcasting - IA Summit 2007 Session Presentation
Backcasting - IA Summit 2007 Session Presentation
Backcasting - IA Summit 2007 Session Presentation
Backcasting - IA Summit 2007 Session Presentation
Backcasting - IA Summit 2007 Session Presentation
Backcasting - IA Summit 2007 Session Presentation
Backcasting - IA Summit 2007 Session Presentation
Backcasting - IA Summit 2007 Session Presentation
Backcasting - IA Summit 2007 Session Presentation
Backcasting - IA Summit 2007 Session Presentation
Backcasting - IA Summit 2007 Session Presentation
Backcasting - IA Summit 2007 Session Presentation
Backcasting - IA Summit 2007 Session Presentation
Backcasting - IA Summit 2007 Session Presentation
Backcasting - IA Summit 2007 Session Presentation
Backcasting - IA Summit 2007 Session Presentation
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Backcasting - IA Summit 2007 Session Presentation

13,900

Published on

Presentation on the use of Backcasting as a strategic discovery process tool for information architects. …

Presentation on the use of Backcasting as a strategic discovery process tool for information architects.

Presented by Matthew Milan and Sam Ladner at the 2007 IA Summit in Las Vegas

Published in: Education, Technology
0 Comments
44 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
13,900
On Slideshare
0
From Embeds
0
Number of Embeds
11
Actions
Shares
0
Downloads
282
Comments
0
Likes
44
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide
  • Transcript

    • 1. Backcasting “ or how I learned to stop predicting and help my clients “ IA Summit 2007 Las Vegas Matthew Milan Critical Mass Sam Ladner York University
    • 2. <ul><li>On Turbulent Environments </li></ul><ul><li>Backcasting Background </li></ul><ul><li>Backcasting as Information Architecture </li></ul><ul><li>Is That a Discovery Process in Your Pocket? </li></ul>Session Overview
    • 3. Turbulent Environments “ Take me to the river… “
    • 4. Turbulent Environments
    • 5. Strategy is Turbulent How do you navigate a turbulent environment?
    • 6. Every River Needs a Guide You are your client’s guide
    • 7. Backcasting is a Navigational Tool It helps you to create plans for changing environments
    • 8. There’s more then one path But you don’t always know the right path beforehand
    • 9. Scouting Ahead Not “ how DO we get here ”, but “ how DID we get here ”
    • 10. Backcasting Background “ A recipe for people who hate to predict “
    • 11. <ul><li>1950s ► ProtoBackcasting ► AT&T </li></ul><ul><li>1970s ► MultiScenario Planning ► Shell </li></ul><ul><li>1990s ► Big Backcasting ► Robinson & SDRI </li></ul><ul><li>2000s ► Agile Backcasting? </li></ul>Casting Back
    • 12. <ul><li>Complex Undertaking </li></ul><ul><li>Resource Intensive </li></ul><ul><li>Time Consuming </li></ul><ul><li>Inaccessible to Non-Experts </li></ul>Problems with Big Backcasting
    • 13. Why do backcasting? Good strategy lets you see the entire landscape
    • 14. <ul><li>Simplify the Process </li></ul><ul><li>Lightweight </li></ul><ul><li>Quick and Agile </li></ul><ul><li>Accessible & Engaging </li></ul>Better Backcasting? ► Participatory Modeling ► Sorting & Grouping ► 3 to 6 hours ► Facilitation Framework
    • 15. Backcasting as Information Architecture “ The Strategic Design of Shared Information Environments “
    • 16. <ul><li>Information Architecture as visual organization and modeling </li></ul><ul><li>Information Architecture as a thinking framework </li></ul><ul><li>Information Architecture as structuring information environments through time </li></ul>Where’s the IA?
    • 17. The Elements of Backcasting <ul><li>Set timeline </li></ul><ul><li>Baseline current state </li></ul><ul><li>Define future states </li></ul><ul><li>Identify indicators </li></ul><ul><li>Assess risks and create action plan </li></ul>
    • 18. The Backcasting Map <ul><li>Backcasting in five easy steps </li></ul><ul><li>Set the timeframe </li></ul>t now t future
    • 19. The Backcasting Map <ul><li>Baseline the current state </li></ul>
    • 20. The Backcasting Map <ul><li>Define Possible Future States </li></ul>Hot Rod Minivan Little Deuce Coupe
    • 21. The Backcasting Map <ul><li>Work Backwards and Identify Indicators </li></ul>Hot Rod Minivan Little Deuce Coupe
    • 22. The Backcasting Map <ul><li>Assess Risks, Opportunities and Actions </li></ul>Hot Rod Minivan Little Deuce Coupe
    • 23. A Discovery Process in Your Pocket “ Stop Predicting and Start Helping “
    • 24. What do you need? <ul><li>Visual Language – The “Map” </li></ul><ul><li>Facilitation Skills </li></ul><ul><li>The Ability to Translate Concepts Into Indicators </li></ul>
    • 25. What makes a good guide? <ul><li>Don’t tell you what to do </li></ul><ul><li>Keep you safe </li></ul><ul><li>Intentionally simplify complex situations </li></ul><ul><li>Leave the choices to the journeyer </li></ul>
    • 26. Case Study: OmniBank <ul><li>Fortune 500 Financial Services Firm </li></ul><ul><li>Multi-Stage Redesign </li></ul><ul><li>Multiple Stakeholders </li></ul><ul><li>No Clear Strategy </li></ul><ul><li>Client Desire to Learn Adaptability </li></ul>
    • 27. Mapping OmniBank Strategy Focus on the map, not political agendas
    • 28. Capture Everything … including insights about your clients
    • 29. Elicit Problems and Solutions Ask hard questions and you’ll get solutions
    • 30. Deep Dive on Indicators Robust indicators of success mean robust success
    • 31. Identify Immediate Actions 30, 60 and 90-day action plans move projects forward
    • 32. Take Me To The River

    ×