Strategic Consultancies' Role in Anticipating Sustainable Futures
•Download as PPTX, PDF•
0 likes•184 views
Presentation slides from Anticipation2019 conference (Oslo, Norway, October 2019). Do not hesitate to contact for more information.
Recommended
More Related Content
What's hot
What's hot (19)
Similar to Strategic Consultancies' Role in Anticipating Sustainable Futures
Similar to Strategic Consultancies' Role in Anticipating Sustainable Futures (20)
More from Sanna Ketonen-Oksi
More from Sanna Ketonen-Oksi (13)
Recently uploaded
Recently uploaded (17)
Strategic Consultancies' Role in Anticipating Sustainable Futures
- 2. Discussing the role of strategic management consultancies in anticipating more socially, environmentally and economically sustainable future(s) Sanna Ketonen-Oksi Senior Advisor, Futures creation and value cocreation
- 3. 3 © Talent Vectia © Sanna Ketonen-Oksi ”Since 1950´s the average age of a private companies has dramatically decreased, from over 60 years to only 15 years. The ability to continuous strategic renewal has become more important than ever. Yet, it has also become a lot harder.” BCG Hendersson (2015)
- 4. 4 © Talent Vectia © Sanna Ketonen-Oksi smart industry, smart security, smart energy, smart people, smart health, smart home, smart mobility, smart retail, smart governance SMART CITIES ENABLED BY AI AND IOT
- 5. 5 © Talent Vectia © Sanna Ketonen-Oksi CLIMATE CHANGE AND SOCIAL AWARENESS
- 6. 6 © Talent Vectia © Sanna Ketonen-Oksi THE RISE OF SOCIAL RESPONSIBILITY?
- 7. 7 © Talent Vectia © Sanna Ketonen-Oksi ”Companies that are actively preparing themselves for the future are significantly outperforming (200% more growth in market capitalisation and 33% more growth in profitability) companies in average.” Rohrbeck & Kum (2018) Rohrbeck & Gordon (2018)
- 8. The emerging need for anticipation Two key questions for any corporate or public organisations to consider 8 What should be done to ensure that both corporate and public organisations would become more active in anticipating the future? © Talent Vectia © Sanna Ketonen-Oksi Or, in other words, what should they do to become more socially, environmentally and economically sustainable in what they do?
- 9. The role of strategic consultancy in increasing anticipation Why is anticipation important for the consulting business? Why should it be? 9 What could be the role of strategic management consultancies in helping organisations to anticipate the future? © Talent Vectia © Sanna Ketonen-Oksi
- 11. Anticipating the future My work as an organisational futurist at Talent Vectia 11 Research and publication Data sharing Foresight creation in Finland Training, mentoring Concept and method development Networking and collaboration Participating in customer work ? © Talent Vectia © Sanna Ketonen-Oksi Trend scanning, foresight creation
- 12. 12 Main observations, no 1 An urgent need for more systemic thinking about future trends and phenomena © Talent Vectia © Sanna Ketonen-Oksi
- 13. 13 Main observations, no 1 An urgent need for more systemic thinking about future trends and phenomena © Talent Vectia © Sanna Ketonen-Oksi
- 14. 14 Main observations, no 2 The importance to rethink our perceptions about growth, markets, value creation… © Talent Vectia © Sanna Ketonen-Oksi NOW STRATEGY BUILDING STRATEGY IMPLEMENTATION
- 15. 15 Main observations, no 2 The importance to rethink our perceptions about growth, markets, value creation… © Talent Vectia © Sanna Ketonen-Oksi NOW STRATEGY BUILDING STRATEGY IMPLEMENTATION
- 16. Main observations, no 3 … as well as new approaches to strategic planning and implementation 16 © Talent Vectia © Sanna Ketonen-Oksi How to grow in the long term? What does sustainability actually mean to us? How to become market shapers instead of only reacting to current trends? What are the strategic capabilities we need in the future? How should we motivate our current employees for continuous learning and how can we train them to become more futures oriented themselves? What are the organisational structures, operational models, cultural practices etc. that enable us to achieve the desired, more sustainable business outcomes?
- 17. Main observations, no 4 … the organisational futures capability develops very slowly motivation!
- 18. 18 What could be / should be / shouldn´t be the role of strategic management consultancies in helping organisations to anticipate the future? © Talent Vectia © Sanna Ketonen-Oksi
- 19. Sustainable future in the making – with consultancies Why not? At least there´s a lot of anticipation to be involved in? 19 https://www2.deloitte.com/global/en/pages/human-capital/topics/future-of-work.html © Talent Vectia © Sanna Ketonen-Oksi
- 20. Sustainable future in the making – with consultancies Why not? At least there´s a lot of anticipation to be involved in? 20 https://www2.deloitte.com/global/en/pages/human-capital/topics/future-of-work.html How do we ensure that more and more professionals other than futurists will be introduced to futures thinking and methods well enough to make anticipation more effective? © Talent Vectia © Sanna Ketonen-Oksi
- 21. Sustainable future in the making – with consultancies Can it be done? Should it not be done? 21 What is the role that consultancies can take in delivering futures oriented services? Who ensures the quality of these activities? How could consultancies connect with futurists in order to develop the needed capabilities and competences? What should be done next? Challenges? • Inappropriate use of foresight methods • Too narrow of approach to sustainability issues • Unbalanced focus on economic growth • Transformation through business education takes time and the more systemic thinking is is only emerging Possibilities? • More collaboration with futurists • More data and research driven consulting • Growing demand for training and mentoring • Focus on transformation processes • Increased need for organisational futurists © Talent Vectia © Sanna Ketonen-Oksi
- 22. Talent Vectia Oy Keilaranta 19D 02150 Espoo, Finland Tel +358 20 160 0700 Fax +358 20 160 0701 www.talentvectia.com
Editor's Notes
- GO THROUGH THE FIRST & SLIDES VERY FAST!!!! Companies need to renew themselves or they die away. Only a small number of start-ups live more than 5 years. To remain their competiveness, companies need to focus more on their strategies. Howerver, with the increasing complexity and the exponential speed of technology development, the business environments, customer needs and business models are changing and it is really difficult to keep up with all the change. With are many change drivers having an impact on these issues, companies need more strategic thinking and forsight capabilities to understand the systems change. They are dealing with.
- Most importantly, for quite many years, we have heard a lot of talk about AI AND IoT ►►, about SMART CITIES. How should companies understand this? React on this? What is the role of companies in developing smart cities? What is the role of consultancies in helping companies to understand their possibilities, challenges, responsibilities in taking an active role in developing AI and in adopting it in e.g. smart cities? SMART CITIES DRIVERLESS CARS https://www.fool.com/investing/2019/09/30/what-does-the-future-hold-for-self-driving-cars.aspx
- Talking about responsibilities, In recent years, there has been a lot of focus on SUSTAINABILITY issues, but the discussion has been quite focused on CLIMATE CHANGE ►►. Even then, only a small fraction of companies have seriously worked on these issues, at least more then they´re forced to by law.
- Most recently, dues to many reasons, but at least to some extent due to the FINANCIAL INSTABILITY and the challenges of welfare states to remain their public services AND due to the increasing conflicts that weaken the democratic power, I mean the polarisation and the reign of extreme-right parties is in many ways connected to this complex matter ►► SOCIAL RESPONSIBILITY has taken completely new steps. During the last couple of years, we have heard a lot of talk about donuts economy, the value of everything, about value cocreation and so forth… A few weeks ago, we saw how the Financial Times decided to come out with this issue as well. What we heard on Wednesday´s keynote, we also need more social responsibility. And
- To be able to renew their strategies, companies need to become more future oriented. Forecasting is no longer enough, and scenario work neither. More understanding is needed about Rohrbeckin mukaan tulevaisuussuuntautuneet yritykset ovat erityisen kyvykkäitä 1) havaitsemaan erilaisia trendejä ja muutosajureita, 2) tunnistamaan potentiaalisia tulevaisuuden markkinoita, 3) rakentamaan itselleen vahvan kilpailuaseman, ja 4) varmistamaan pitkän aikavälin eloonjäämisensä ja menestyksensä. + MATURITY MODEL AS A TOOL TO KNOW WHAT IS NEEDED ; FUTURES CONSCIOUSNESS ETC.
- i.e. that they would anticipate the future and become more active in creating the kind of future they want to do business in? So, what we did at Talent Vectia, was that they hired me and for the for the last two years I have been studying different things around this theme and simultaneously I have been helped them and their client organisations to become more futures prepared. With no previus background in foresight, not other than 20 credits of futures study methods I just completed before starting this work, originally, this work was inspired by the the corporate foresight maturity model. It is only quite recently that I have learned about e.g. the work of Andy Hines and how he has approached the role of a futurist-in-residence. But in this presentation, I will not go in that, not much at least…? Pitäskö tässä kuitenkin ottaa Hinesin kehikko mukaan ja pohtia, kuinka se vaikutta tähän roolin? Vois saada artikkeliinkiin muutamia hyviä pointteja vielä avuksi?
- i.e. that they would anticipate the future and become more active in creating the kind of future they want to do business in? So, what we did at Talent Vectia, was that they hired me and for the for the last two years I have been studying different things around this theme and simultaneously I have been helped them and their client organisations to become more futures prepared. With no previus background in foresight, not other than 20 credits of futures study methods I just completed before starting this work, originally, this work was inspired by the the corporate foresight maturity model. It is only quite recently that I have learned about e.g. the work of Andy Hines and how he has approached the role of a futurist-in-residence. But in this presentation, I will not go in that, not much at least…? Pitäskö tässä kuitenkin ottaa Hinesin kehikko mukaan ja pohtia, kuinka se vaikutta tähän roolin? Vois saada artikkeliinkiin muutamia hyviä pointteja vielä avuksi?
- This study is based on my work at Talent Vectia, a strategic management consultancy. Talent Vectia is a small company with about 50 consultants, but working with multinational companies all around the world. When they recruited me 2 years ago, the aim was to study the future of consulting business and to help the company to renew in stratgic goals in a more future-proofed ways. Given that Talent Vectia was founded by professor Kaj Storbacka, it used to have a strong foundations in combining research and development. There are 3 units: growth strategy, leadership and organsiation, and transformation.
- Insight creation Strategy creation Developing structures, methods, practices PERCEIVING (increasing the awareness and interest in foresight) PROSPECTING (testing ideas and methods) PROBING (creating a systematic process for foresight acivities)
- During my 2 years, I have noticed two key elements that prevent companies and individuals from effective foresight creation: Too narrow thinking in terms of concentraing on their own business environment only, not seeing the interconnections in between many sectors and branches of business, OR, even more than that, they simply do not process the data at all; it´s news jumping up in your computer screen and you read what you feel like important, thus missing the big picture or all weak signals that would be important Companies need more systemic thinking about teh future; moe diversity in viewpoints, more analyticalcollection and use of data, and more control of the various different biases that prevent them seeing the big picture
- During my 2 years, I have noticed two key elements that prevent companies and individuals from effective foresight creation: Too narrow thinking in terms of concentraing on their own business environment only, not seeing the interconnections in between many sectors and branches of business, OR, even more than that, they simply do not process the data at all; it´s news jumping up in your computer screen and you read what you feel like important, thus missing the big picture or all weak signals that would be important Companies need more systemic thinking about teh future; moe diversity in viewpoints, more analyticalcollection and use of data, and more control of the various different biases that prevent them seeing the big picture
- Another things is that companies should rethink our percepions about growth, markets and value creation, among many other things. Why we do this? Where are our future markets and what do we need the get there? How can we shape the future? How shoudl we implement our strategic visions and aims? Anticipation requires new data processing skills, and more advanced understanding about the use of different participatory methods and tools
- Another things is that companies should rethink our percepions about growth, markets and value creation, among many other things. Why we do this? Where are our future markets and what do we need the get there? How can we shape the future? How shoudl we implement our strategic visions and aims? Anticipation requires new data processing skills, and more advanced understanding about the use of different participatory methods and tools
- Continuous learning and continuous strategy building
- So, coming back to my question for today….
- There is so much to do in terms of anticipation that I think we will soon compete of having the best futurist. That is my wild guess. Then again, in the reviewer feedback for my abstract, I was questioned if it really is a work that should be done by the consultancies. That is an interesting point of view, but I think the question is rather to think how do we ensure that more and more professionals other than futurists will be trained well enough to make anticipation more effective? futures literacy and consciousness futures orientation and capabilities
- There is so much to do in terms of anticipation that I think we will soon compete of having the best futurist. That is my wild guess. Then again, in the reviewer feedback for my abstract, I was questioned if it really is a work that should be done by the consultancies. That is an interesting point of view, but I think the question is rather to think how do we ensure that more and more professionals other than futurists will be trained well enough to make anticipation more effective? futures literacy and consciousness futures orientation and capabilities
- Isn´t it the same with consultancies than with ny other professiona, that you have good ones, bad ones, and those in between? There are a lo of people with an academic background in consulting. It is also that a lot of consultants work in leading positions in both public and private organisaions, so they know the tricks and demand for more Times is changing, the way how companies create value is scompletely changing, at least that is what we hope for, so why could consulting not change too?