Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Rapid Cycle Scenario Planning


Published on

An overview of the six steps in scenario planning

Published in: Business, Technology

Rapid Cycle Scenario Planning

  1. 1. Rapid-Cycle Scenario Planning Peter O’Donnell, Healthy Futures Group James C. Galvin, Galvin & Associates, Inc. November 13, 2006
  2. 2. Nonprofits face increasing uncertainty and lack appropriate tools
  3. 3. People committed to a cause expect their organizations to be effective
  4. 4. Nonprofits often miss or ignore changing realities
  5. 5. Nonprofits can increase their preparedness for the future
  6. 6. Use rapid-cycle scenario planning to create a sustainable future
  7. 7. What are some significant unknowns for a nonprofit that you care about?
  8. 8. Goodwill Industries
  9. 9. Goodwill rediscovers its mission High Responsiveness Low Responsiveness Community Employment Alliance Helping Hands Coalition High Connectedness Work Training Inc. Limited Legacy Low Connectedness
  10. 10. Rapid-cycle scenario planning is a high-yield six-step process
  11. 11. 1: Determine your focus
  12. 12. 2: Identify driving forces
  13. 13. 3: Surface questions that matter
  14. 14. 4: Explore plausible scenarios
  15. 15. 5: Identify strategic priorities
  16. 16. 6: Develop your action plan
  17. 17. The Griffin Centre Healthy Change Change-aholism A Valued Partner Dancing as Fast as We Can Partnerships Specialist SWOT Team Back to Basics Isolation
  18. 18. Association of Christian Schools Int’l. Adequate School Choice Limited School Choice Charter Schools Mandatory Public Education Government Hostile Vouchers Same Old Same Old Government Neutral
  19. 19. Orchestras Canada Banding Together Playing Solo Community Driven Market Driven Focus on Art Network Driven Funder Driven Focus on Finances
  20. 20. Nonprofits will honestly explore a variety of futures and perspectives
  21. 21. Nonprofits will be able to recognize and discuss critical issues
  22. 22. Nonprofits will identify priorities for capacity-building and direct action
  23. 23. Nonprofits will use scenario thinking without objecting to time or cost
  24. 24. Nonprofits will be better prepared for a range of futures
  25. 25. What would a useful grid look like for your nonprofit organization?
  26. 26. How might this change how your nonprofit thinks about the future?
  27. 27. Involve the right people
  28. 28. Use stakeholder interviews
  29. 29. Don’t skip steps in the process
  30. 30. Be willing to ask the tough questions
  31. 31. Honor the stories
  32. 32. Invest in capacity-building
  33. 33. Build robust action plans
  34. 34. Is your nonprofit ready to challenge its “official future”?
  35. 35. Your nonprofit may be compromising its effectiveness and sustainability
  36. 36. Use rapid-cycle scenario planning to create a sustainable future
  37. 37. Nonprofits can navigate through uncertainty to achieve their mission
  38. 38. Rapid-cycle scenario planning for a rapidly changing world