Backcasting “ or how I learned to stop predicting and help my clients “ IA Summit 2007 Las Vegas Matthew Milan Critical Ma...
<ul><li>On Turbulent Environments </li></ul><ul><li>Backcasting Background </li></ul><ul><li>Backcasting as Information Ar...
Turbulent Environments “ Take me to the river… “
Turbulent Environments
Strategy is Turbulent How do you navigate a turbulent environment?
Every River Needs a Guide You are your client’s guide
Backcasting is a Navigational Tool It helps you to create plans for changing environments
There’s more then one path But you don’t always know the right path beforehand
Scouting Ahead Not “ how DO we get here ”, but “ how DID we get here ”
Backcasting Background “ A recipe for people who hate to predict “
<ul><li>1950s  ► ProtoBackcasting ► AT&T </li></ul><ul><li>1970s  ►  MultiScenario Planning  ► Shell </li></ul><ul><li>199...
<ul><li>Complex Undertaking </li></ul><ul><li>Resource Intensive </li></ul><ul><li>Time Consuming </li></ul><ul><li>Inacce...
Why do backcasting? Good strategy lets you see the entire landscape
<ul><li>Simplify the Process </li></ul><ul><li>Lightweight </li></ul><ul><li>Quick and Agile </li></ul><ul><li>Accessible ...
Backcasting as Information Architecture “ The Strategic Design of Shared Information Environments “
<ul><li>Information Architecture as  visual organization and modeling </li></ul><ul><li>Information Architecture as a  thi...
The Elements of Backcasting <ul><li>Set timeline </li></ul><ul><li>Baseline current state </li></ul><ul><li>Define future ...
The Backcasting Map  <ul><li>Backcasting in five easy steps </li></ul><ul><li>Set the timeframe   </li></ul>t now t future
The Backcasting Map  <ul><li>Baseline the current state   </li></ul>
The Backcasting Map  <ul><li>Define Possible Future States   </li></ul>Hot Rod Minivan Little Deuce Coupe
The Backcasting Map  <ul><li>Work Backwards and Identify Indicators   </li></ul>Hot Rod Minivan Little Deuce Coupe
The Backcasting Map  <ul><li>Assess Risks, Opportunities and Actions   </li></ul>Hot Rod Minivan Little Deuce Coupe
A Discovery Process in Your Pocket “ Stop Predicting and Start Helping “
What do you need? <ul><li>Visual Language – The “Map” </li></ul><ul><li>Facilitation Skills </li></ul><ul><li>The Ability ...
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...
Case Study: OmniBank <ul><li>Fortune 500 Financial Services Firm </li></ul><ul><li>Multi-Stage Redesign </li></ul><ul><li>...
Mapping OmniBank Strategy Focus on the map, not political agendas
Capture Everything … including insights about your clients
Elicit Problems and Solutions Ask hard questions and you’ll get solutions
Deep Dive on Indicators Robust indicators of success mean robust success
Identify Immediate Actions 30, 60 and 90-day action plans move projects forward
Take Me To The River
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Backcasting - IA Summit 2007 Session Presentation

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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
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  • Backcasting - IA Summit 2007 Session Presentation

    1. 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. 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. 3. Turbulent Environments “ Take me to the river… “
    4. 4. Turbulent Environments
    5. 5. Strategy is Turbulent How do you navigate a turbulent environment?
    6. 6. Every River Needs a Guide You are your client’s guide
    7. 7. Backcasting is a Navigational Tool It helps you to create plans for changing environments
    8. 8. There’s more then one path But you don’t always know the right path beforehand
    9. 9. Scouting Ahead Not “ how DO we get here ”, but “ how DID we get here ”
    10. 10. Backcasting Background “ A recipe for people who hate to predict “
    11. 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. 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. 13. Why do backcasting? Good strategy lets you see the entire landscape
    14. 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. 15. Backcasting as Information Architecture “ The Strategic Design of Shared Information Environments “
    16. 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. 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. 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. 19. The Backcasting Map <ul><li>Baseline the current state </li></ul>
    20. 20. The Backcasting Map <ul><li>Define Possible Future States </li></ul>Hot Rod Minivan Little Deuce Coupe
    21. 21. The Backcasting Map <ul><li>Work Backwards and Identify Indicators </li></ul>Hot Rod Minivan Little Deuce Coupe
    22. 22. The Backcasting Map <ul><li>Assess Risks, Opportunities and Actions </li></ul>Hot Rod Minivan Little Deuce Coupe
    23. 23. A Discovery Process in Your Pocket “ Stop Predicting and Start Helping “
    24. 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. 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. 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. 27. Mapping OmniBank Strategy Focus on the map, not political agendas
    28. 28. Capture Everything … including insights about your clients
    29. 29. Elicit Problems and Solutions Ask hard questions and you’ll get solutions
    30. 30. Deep Dive on Indicators Robust indicators of success mean robust success
    31. 31. Identify Immediate Actions 30, 60 and 90-day action plans move projects forward
    32. 32. Take Me To The River
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