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Advancing Atlanta’s Futures With IoT, A Strategic Foresight Workshop for Practitioners

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What's the "smart city" future of Atlanta and how can internet of things devices benefit our citizens?

This was a "train the trainer" workshop, showing practitioners how to use speculative futures to harden product strategy and design decisions against multiple possible futures. All process and materials were exposed to the participants to allow for recreation within their own organizations.

In the workshop, we used inputs from the Metro Atlanta Chamber's IoT.ATL initiative to imagine a variety of futures for the city focused on topics selected at the beginning of the workshop. The outputs are being synthesized and shared back with participants and our community partners.

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Advancing Atlanta’s Futures With IoT, A Strategic Foresight Workshop for Practitioners

  1. 1. GE Transportation Innovation Lab November 15, 2018 • SunTrust Accelerator Studio Advancing Atlanta’s Futures With IoT a strategic foresight workshop for practitioners
  2. 2. EXD The studio works to collapse silos and co-create valuable solutions. STRATEGY TECHNOLO GY ACCELERATO R STUDIO EXD LOB • Research • Opportunity Analysis Leveraging Strategic Foresight & JTBD • Design Thinking • Rapid Prototyping
  3. 3. GE Transportation’s Innovation Lab A traveling futurism team of field researchers, visual designers, technology hackers, and strategists to advance the freight and transportation industries.
  4. 4. IMMERSIVE EXPERIENCES STRATEGIC ROADMAPS
  5. 5. It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change.” — Charles Darwin (1859) “
  6. 6. Sometimes adaptation has to be persuaded and guided
  7. 7. The purpose of foresight
  8. 8. Many parallel possible futures
  9. 9. See them, to choose them GOOD- ISH GOO D OKAY DYSTOPI A BAD, BUT ENTERTAINING (like an 80s horror film) BA D BA D
  10. 10. Strategic back-casting
  11. 11. Strategic back-casting
  12. 12. Improving odds with overlap
  13. 13. Identifying milestone futures
  14. 14. Probability increases with progress, even for distant futures
  15. 15. Today: find theoretical cone boundaries
  16. 16. Today: choose opportunistic futures
  17. 17. Why IoT.ATL? Over 75 billion connected devices by 2025 (Cisco) and global IoT spending already at $2 trillion/year Policy struggling to keep up with data creation and changing needs of citizens Moving our IoT futures forward requires involvement at every level of the community—from citizens and communities, to businesses and government.
  18. 18. Value for Simeon, but also for you • “Train the trainer” • We’ll share the editable worksheets with you • Simeon will get today’s outputs, but can recreate these conversation with SMEs
  19. 19. Today’s Agenda 1. Drivers for change 2. Matrix for polar futures (influenced by the drivers) 3. Ideation within these futures (IoT solutions) 4. Hardening of ideas within multiple futures 5. Closing discussion (next steps, e.g.)
  20. 20. Horizon Scan Drivers for change Impact and uncertainty graph Scenario Generation Opportunities Ideation 4 polar futures Scenario implications Inventory, detailing, and hardening
  21. 21. 5 min – Drivers for change 1. Stickies 2. Each stickie a trend or other driver for change 3. Relevant to your table topic 4. As many as possible 5. Reference pre-reading and your own knowledge
  22. 22. 5 min – Prioritization On each stickie, give a score = #/# where: • the first number is the level of impact this trend could have on your table topic (how significant it is) and • the second number is how wide the spectrum of uncertainty is on how it will play out (how volatile is the future) Scoring range = 1 for very low, to 5 for very high
  23. 23. 5 min – Graph as a group Place all of your stickies on the shared wall graph, with highest impact and uncertainty in the upper-right.
  24. 24. 10 min – Audit as a group
  25. 25. 5 min – Share most critical uncertainties
  26. 26. Horizon Scan Drivers for change Impact and uncertainty graph Scenario Generation Opportunities Ideation 4 polar futures Scenario implications Inventory, detailing, and hardening
  27. 27. 5 min – Choose your axes and poles (sheet 2a & 2c) Two most critical uncertainties The two possible extremes for each
  28. 28. 10-minute break
  29. 29. 15 min – Describe each scenario (sheets 2b.1-4) Assuming the two extreme conditions exist, what does this future look like? • Who does it impact? • What are implications? • Are there opportunities?
  30. 30. 5 min – Title the quadrants (sheet 2a & 2c) Finish filling in sheet 2c with your quadrant descriptions Label each corner with an emoji face that describes this future as good or bad or otherwise
  31. 31. 10 min – Share four futures
  32. 32. Horizon Scan Drivers for change Impact and uncertainty graph Scenario Generation Opportunities Ideation 4 polar futures Scenario implications Inventory, detailing, and hardening
  33. 33. 5 min – IoT opportunities (sheets 3a.1-4) Quick thoughts, quantity over quality
  34. 34. 5 min – Single opportunity (sheet 3b) Expand upon one idea Label which future it is for
  35. 35. 5 min – Opportunity hardening (sheet 3c) Try to add value and enable success within multiple futures
  36. 36. 10 min – Share IoT solutions
  37. 37. 10 min – Solution swap (sheet 4) See if an inherited solution can be given multiple purposes and also add value to your table topic (without losing its original value)
  38. 38. 10 min – Share IoT hybrid solutions
  39. 39. 5 min – Voting dots, MOST VALUE
  40. 40. Discussion • Did viewing your solution through multiple futures help it or hurt it? • Did giving your solution dual purpose improve its value or hurt it? • How feasible do you think your solution is—technically, socially, or politically?
  41. 41. Next step: back-casting of multiple futures (good/bad), opportunities, risks, etc.
  42. 42. It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change.” — Charles Darwin (1859) “
  43. 43. Advancing an entire city—or an industry—is a tremendously complex and wicked problem. It’s impossible to inventory every unknown. But the more we explore the edges of possibility, and the more we encourage our design decisions to have value within many possible futures, the more likely we are to recognize, adapt to, and thrive within whichever future we get.” — Anthony D. Paul (42 minutes ago) “
  44. 44. Thank You Anthony D. Paul @anthonydpaul Ryan Leveille Travis Kupp Simeon Spearman

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