The document discusses strategies for creating a sustainable built environment in the 21st century. It argues that taking a strategic foresight approach using scenarios and systems thinking can help anticipate challenges and plan sustainable solutions. Rather than taking a "mechanistic" view of organizations, a "systematic" view that considers interactions within complex adaptive systems is needed to positively influence the future.
BIM for Local Government - Presentation by John Lorimer, Local Government BIM...Clarkson Alliance
Presentation given at BIM Procurement and Practice for Collaboration Oxford in November 2013 by Professor John Lorimer, Local Government Liaison for the Government’s BIM Task Group and former Capital Programme Director who has delivered 5 projects using Building Information Modelling including the £95million refurbishment of Manchester Central Library
About Collaboration Oxford:
Through Collaboration Oxford, construction consultants The Clarkson Alliance, AKS Ward and Hoare Lea aim to help overcome the challenges of providing world class, low carbon buildings whilst preserving Oxfordshire’s heritage.
The role of commissioning in closing the gap BSRIA
To ensure design objectives are met the industry must embed a circular approach where building evaluation is used to measure and optimize asset performance and feed the lessons learnt back into design. Building performance data will identify the 'gap' and inform subsequent projects resulting in the conclusion of one project leading to the beginning of the next. This session will provide practical lessons learnt from the performance gap and show how improvements can be applied to future projects
BIM for Local Government - Presentation by John Lorimer, Local Government BIM...Clarkson Alliance
Presentation given at BIM Procurement and Practice for Collaboration Oxford in November 2013 by Professor John Lorimer, Local Government Liaison for the Government’s BIM Task Group and former Capital Programme Director who has delivered 5 projects using Building Information Modelling including the £95million refurbishment of Manchester Central Library
About Collaboration Oxford:
Through Collaboration Oxford, construction consultants The Clarkson Alliance, AKS Ward and Hoare Lea aim to help overcome the challenges of providing world class, low carbon buildings whilst preserving Oxfordshire’s heritage.
The role of commissioning in closing the gap BSRIA
To ensure design objectives are met the industry must embed a circular approach where building evaluation is used to measure and optimize asset performance and feed the lessons learnt back into design. Building performance data will identify the 'gap' and inform subsequent projects resulting in the conclusion of one project leading to the beginning of the next. This session will provide practical lessons learnt from the performance gap and show how improvements can be applied to future projects
An organisation can be destroyed by its own culture. There’s a slow route to decline and a swift route to catastrophe. In these circumstances, institutional collusion in interpreting key facts leads to pervasive managerial delinquency.
What is the biggest question for anyone looking to dramatically increase their success...
How do I harness my knowledge, experience and networks to drive important decisions or solve problems?
What if you could gain the productive and telling insights to drive better, faster, more relevant decisions and solve problems in a simple, visually engaging way?
What is the foundation underneath all of the consulting and assessment models? Today we know more, we see more about why people behave the way they do than ever before.
Improving Product Design with Futurism at ORACLEUXDXConf
Explore the transformative power of design and strategic foresight in shaping the future of business. This presentation dives into how integrating design thinking with foresight can drive innovation and proactive strategic planning in dynamic business environments.
Key Takeaways:
- Design as a Strategic Tool: The intersection of design and strategic foresight offers unique opportunities to shape future business landscapes by anticipating changes and designing innovative responses.
- Core Concepts: The presentation emphasizes how every element, from policy to products, can be designed, stressing the need for designers to actively participate in shaping future scenarios.
- Futures Thinking: It introduces the concept of futures thinking, a blend of foresight and empathy, urging designers to leverage their skills to envision and create desirable futures.
- Practical Applications: Real-life applications of foresight, like the integration of advanced design thinking in corporate strategy, demonstrate its impact on proactive business planning.
- Innovative Methods: The presentation also explores how design thinking methodologies, like the Futures Wheel, can facilitate innovative problem solving and strategic planning in volatile industries.
This session presents the dilemmas of complexity, and introduces complexity theory models including complex adaptive systems (CAS) and Cynefin to better understand organizational contexts and respond with Innovation.
This session should appeal to Agile practitioners interested in exploring complexity and applying practical techniques for improving Agile project outcomes. The session will discuss the following:
1) Introduce complexity theory and offer Cynefin as a valuable and practical tool for Scrum teams to manage changing contexts and operate Scrum as a Complex Adaptive System.
2) Explain how this enhances sense-making during an Agile project e.g. during sprint planning and user story development.
3) Explain how a team can apply different approaches for Cynefin domains e.g. Probe-Sense-Respond vs. Sense-Analyse-Respond.
4) Discuss useful Cognitive-Edge techniques e.g. safe to fail experimentation, butterfly stamping with the backlog, ritual dissent with solution design.
6) Show how Cynefin practices enhance the role of the ScrumMaster to create more effective and responsive teams.
7) Wet the appetite to start experimenting with Cynefin and build on small successes.
Environmental changes coupled with the impact on globalization leading to increasing complexity in many developing strategies, especially on the foresight and futures studies. These trends pose a fundamental question, what is the chalenges of future’s complexity? It seems before understanding the origin of Future Scenario's idea and laws governing the Future Time, we've gone into the application of Scenarios to build better stories about future.
In this paper we deeply investigated following issues in order to demonstrate the effects of the origin of idea's ontology on Future Scenarios;
1. Idea ontology,
2. The origin of creative thinking,
3. Idea nurturing in organizations,
4. Shaping the future time,
5. Scenario planning,
6. Ideas social network (global brain).
This paper is a fundamental research type that makes theory for an applied science. In fact, we seek to bridge an ontology base with an applied knowledge. According to qualitative approach this study because of its data references to valid resources is valid and due to expert's continuous supervisions is reliable.
Conceptual Model that have been emerged from this investigation, shows how we can improve scenario planning ability and what actually should be done to have good scenarios.
Morning keynote presentation at the 2010 Earthquake Engineering Research Institute annual meeting. Focus is on futures thinking tools, along with an overview of key drivers for the next few decades.
An organisation can be destroyed by its own culture. There’s a slow route to decline and a swift route to catastrophe. In these circumstances, institutional collusion in interpreting key facts leads to pervasive managerial delinquency.
What is the biggest question for anyone looking to dramatically increase their success...
How do I harness my knowledge, experience and networks to drive important decisions or solve problems?
What if you could gain the productive and telling insights to drive better, faster, more relevant decisions and solve problems in a simple, visually engaging way?
What is the foundation underneath all of the consulting and assessment models? Today we know more, we see more about why people behave the way they do than ever before.
Improving Product Design with Futurism at ORACLEUXDXConf
Explore the transformative power of design and strategic foresight in shaping the future of business. This presentation dives into how integrating design thinking with foresight can drive innovation and proactive strategic planning in dynamic business environments.
Key Takeaways:
- Design as a Strategic Tool: The intersection of design and strategic foresight offers unique opportunities to shape future business landscapes by anticipating changes and designing innovative responses.
- Core Concepts: The presentation emphasizes how every element, from policy to products, can be designed, stressing the need for designers to actively participate in shaping future scenarios.
- Futures Thinking: It introduces the concept of futures thinking, a blend of foresight and empathy, urging designers to leverage their skills to envision and create desirable futures.
- Practical Applications: Real-life applications of foresight, like the integration of advanced design thinking in corporate strategy, demonstrate its impact on proactive business planning.
- Innovative Methods: The presentation also explores how design thinking methodologies, like the Futures Wheel, can facilitate innovative problem solving and strategic planning in volatile industries.
This session presents the dilemmas of complexity, and introduces complexity theory models including complex adaptive systems (CAS) and Cynefin to better understand organizational contexts and respond with Innovation.
This session should appeal to Agile practitioners interested in exploring complexity and applying practical techniques for improving Agile project outcomes. The session will discuss the following:
1) Introduce complexity theory and offer Cynefin as a valuable and practical tool for Scrum teams to manage changing contexts and operate Scrum as a Complex Adaptive System.
2) Explain how this enhances sense-making during an Agile project e.g. during sprint planning and user story development.
3) Explain how a team can apply different approaches for Cynefin domains e.g. Probe-Sense-Respond vs. Sense-Analyse-Respond.
4) Discuss useful Cognitive-Edge techniques e.g. safe to fail experimentation, butterfly stamping with the backlog, ritual dissent with solution design.
6) Show how Cynefin practices enhance the role of the ScrumMaster to create more effective and responsive teams.
7) Wet the appetite to start experimenting with Cynefin and build on small successes.
Environmental changes coupled with the impact on globalization leading to increasing complexity in many developing strategies, especially on the foresight and futures studies. These trends pose a fundamental question, what is the chalenges of future’s complexity? It seems before understanding the origin of Future Scenario's idea and laws governing the Future Time, we've gone into the application of Scenarios to build better stories about future.
In this paper we deeply investigated following issues in order to demonstrate the effects of the origin of idea's ontology on Future Scenarios;
1. Idea ontology,
2. The origin of creative thinking,
3. Idea nurturing in organizations,
4. Shaping the future time,
5. Scenario planning,
6. Ideas social network (global brain).
This paper is a fundamental research type that makes theory for an applied science. In fact, we seek to bridge an ontology base with an applied knowledge. According to qualitative approach this study because of its data references to valid resources is valid and due to expert's continuous supervisions is reliable.
Conceptual Model that have been emerged from this investigation, shows how we can improve scenario planning ability and what actually should be done to have good scenarios.
Morning keynote presentation at the 2010 Earthquake Engineering Research Institute annual meeting. Focus is on futures thinking tools, along with an overview of key drivers for the next few decades.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Safalta Digital marketing institute in Noida, provide complete applications that encompass a huge range of virtual advertising and marketing additives, which includes search engine optimization, virtual communication advertising, pay-per-click on marketing, content material advertising, internet analytics, and greater. These university courses are designed for students who possess a comprehensive understanding of virtual marketing strategies and attributes.Safalta Digital Marketing Institute in Noida is a first choice for young individuals or students who are looking to start their careers in the field of digital advertising. The institute gives specialized courses designed and certification.
for beginners, providing thorough training in areas such as SEO, digital communication marketing, and PPC training in Noida. After finishing the program, students receive the certifications recognised by top different universitie, setting a strong foundation for a successful career in digital marketing.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Overview on Edible Vaccine: Pros & Cons with Mechanism
Built Environment Futures - Professor John Ratcliffe
1. “BUILT ENVIRONMENT FUTURES”
Sustainability, Responsibility and Leadership
John S Ratcliffe
Visiting Professor
University of Salford
Salford
April 2011
2.
3. Is this humanity’s last
century – or a century
that sets the world on a
course towards a
spectacular new future?
A NEW MINDSET
“The problems of the world cannot possibly be solved by sceptics or cynics whose
horizons are limited by the obvious realities. We need men who can dream of things
that never were.” (John F. Kennedy)
4. “FLIGHT FOR THE 21ST CENTURY:
„ICARUS‟ OR „THE PHOENIX‟ ”
A Confluence of Powerful
Trends
Problems Seem Intractable
The Demographics of
Discord
The „New Players‟
Problems are Structural
“The unusual and the unknown make us either over confident or overly fearful”
(Gaius Julius Caesar)
5. “ICARUS” – PREVAILING PESSIMISM
Population Growth
Climate Change
Food and Water
Safety and Security
Energy Deficit
“If we don't change direction soon, we'll end up where we're going.”
(Irwin Corey)
6. “THE PHOENIX” – RATIONAL OPTIMISM
Urban Prospect
Developing Technology
A New Economy
The Natural Step
New Nuclear
“A pessimist sees the difficulty in every opportunity; an optimist sees the opportunity
in every difficulty” (Winston Churchill)
7. CREATING A NEW MINDSET
Futures, Foresight and Scenarios
PAST HISTORIC
PRESENT INDICATIVE
FUTURE IMPERFECT
Strategic foresight is having a view of what can be done
by organisations today to positively influence the future.
8. SYSTEMS THINKING AND FUTURES
“The main difference that distinguishes the 21st century from those
that preceded it is the need to create a mindset that can tackle the
conscious design of large systems”
“The empires of the future are the empires of the mind”
(Winston Churchill)
9. CHANGING THE METAPHOR FOR ORGANISATIONS
“From machines to complex adaptive systems”
“It is not necessary to change. Survival is not mandatory.” (W. Edwards Deming)
10. „MECHANISTIC‟ Worldview (Occidental)
Rationalism and empiricism
Observations, measurement and logical
analysis
Residing within a lineal casual framework
Machine, understood and measured by
properties of parts
Categories and hierarchies
“In ecological terms it is anthropocentric within the human race seen as separate
from and above nature …”
11. „Systematic‟ Worldview (Oriental)
Holism and communalism
Tools are intuition, participation &
adaptability
All residing within a cyclical causal
framework
World as an organisation, system with
sub-systems
Whole greater than sum of part
“In an ecological terms it is eco-centric, with the human race as an inextricable part
of the planetary system…”
12. FUNDAMENTAL SHIFTS
Discipline Adaptiveness
Planning Discovery
Hard Assets Knowledge
Structure Process
Controls Values
Inside-out Outside-in
Size Speed
Management Leadership
“The things which are seen are temporal; but the things which are not seen are
eternal.“ (II Corinthians 4.1:18)
13. FUTURES ORIENTED THINKING
“In the context of creating a better built environment, the use of futures
methods offers a rigorous, comprehensive and integrated approach
towards anticipating, planning and implementing sustainable urban
development, relying, as it does, more on intuition, participation and
adaptability than conventional strategic thinking and planning systems.”
Emergence
Frameworks
Multiple So
&
Perspectives What?
Structure
“Cheer up – the worst is yet to come!”
14. WHY FORESIGHT?
Running a 21st century organisation
more complex
Need to understand driving forces of
change
Trends matter – weak signals count
Anticipation and exploration prerequisite
Rehearsing alternative futures
“Knowing others is wisdom, knowing yourself is Enlightenment.”
(Lao Tzu)
15. WHAT IS FORESIGHT?
Strategic foresight (SF) is having a view of
what can be done by organisations today to
positively influence the future.
SF is the ability to create and maintain a high-
quality, coherent and functional forward view,
and to use the insights arising in
organisationally useful ways.
SF is about thinking, debating and shaping the
future.
“Being loved deeply by someone gives you strength, while loving someone deeply
gives you courage.” (Lao Tzu)
16. FORESIGHT TEAMS CONTRIBUTION
Anticipating emerging issues
Identifying unintended
consequences
Getting a sense of the big picture
Drawing on a wide range of
information sources
Involving all concerned
“The words of truth are always paradoxical”
(Lao Tzu)
17. THE STRATEGIC FORESIGHT PROCESS
Framing the Strategic Question(s)
Scanning the Horizon
Forecasting Alternative Futures
Visioning A Preferred Future
Planning Strategic Options
Acting on an Agreed Agenda
“He who does not trust enough, will not be trusted.”
(Lao Tzu)
18. PROSPECTIVE THROUGH SCENARIOS
High to Low Importance
Set the Strategic Question
Strategic
Conversations
Divergence Identify the Driving Forces of Causal Layered
Change Horizon Scanning Analysis
Determine the Main Issues and Delphi Survey
Trends
Cross-Impact
Analysis
Clarify the Level of Impact and
Degree of Uncertainty Prospective
Workshops
Establish Scenario Logics Clustering
Emergence
Polarising
Create Different Scenarios
Ranking
Test Policy Options Morphological
Analysis
Identify Turning Points Creative Writing
Convergence Produce Prospective Wind Tunnel
Testing
Move to Strategic Planning Gaming and
Simulation
“The future is that period of time in which our affairs prosper, our friends are true,
and our happiness is assured” (Ambrose Bierce)
19. SCENARIO TYPOLOGY
Evolutionary Catastrophic Transformational
Conventional Worlds Barbarisation Great Transitions
Market Policy Breakdown Fortress Eco - New
Forces Reform World Communalism Sustainability
Paradigm
Muddling Through
“Show me someone who doesn't dream about the future and I'll show you
someone who doesn't know where they are going”
20. SCENARIO LOGICS (TWICE THE SIZE)
“When there is a great cry that something should be done, you can depend on it
that something remarkably silly will be done”
21. GLOBAL OUTCOMES
Global Outcomes
Outsights
“Imagination is more important than knowledge. For knowledge is limited to all we
now know and understand, while imagination embraces the entire world, and all
there ever will be to know and understand.” (Albert Einstein)
22. WHAT ARE THE PROSPECTS?
“Can we go on like this?”
Meta-forces
Macro-forces
Micro-forces
“Reason is, and ought only to be the slave of the passions and can never pretend
to any other office than to serve and obey them” (David Hume, 1783)
23. THREE META-FORCES
VALUES
VISIONS
VECTORS
“Unless the investment in children is made, all of humanity's most fundamental
long-term problems will remain fundamental long-term problems.” (UNICEF)
24. However, the history of modern societies suggest also something for our future….
Source: Datastream; Illustration: Allianz Global Investors Capital Market Analysis
Figure 1: Kondratieff cycles – long waves of prosperity.
Rolling 10-year yield on the S&P 500 since 1814 till March 2009 (in %, p. a.)
25. VALUES
The Transformation Towards
A Sustainable Responsible Civilization
“All that is necessary for the triumph of evil is that good men do nothing.”
(Edmund Burke)
26. Ecological footprint
Improving people‟s health and
well-being while respecting the
DOWN
limits of natural resources
UP
Human Development
Index*
Health &
Well-being
*HDI = life expectancy + education level + purchasing power
Source: WWF Living Planet Report 2006 "Report of the World Commission on Environment and Development."
27. THE GREAT GLOBAL VALUES DEBATE
Millennium Development Goals
Cultures Consequences
Spiral Dynamics
World Values Survey
Interfaith Dialogue
“Believe those who are seeking the truth; doubt those who find it” (André Gide )
28. CULTURAL VALUES MAP
“What we call basic truths are simply the ones we discover after all the others”
(Albert Camus)
29. CHANGING ATTITUDES TOWARDS TIME
“What we observe is not nature itself, but nature exposed to our method of
questioning.” (Werner Heisenberg)
30. VISIONS
“Twenty-first Century Enlightenment”
Self-Aware Autonomy
Empathetic Universalism
Progress and Ethics
The Social Aspiration Gap
Signposts to 21st C. Enlightenment
“Government is a badge of lost innocence… For were the impulses of conscience
clear, uniform and irresistibly obeyed, man would need no other lawgiver”
(Thomas Paine)
34. VECTORS
“An agent that acts as a carrier or transporter”
Globalisation
Urbanisation
Environmentalism
Internet
Social Media
Faith – Based Movements
Terrorism
Pandemics
“The Internet is becoming the town square for the global village of tomorrow.”
(Bill Gates )
36. GLOBAL RISKS LANDSCAPE 2011
“If economists could manage to get themselves thought of as humble, competent
people on a level with dentists, that would be splendid‟” (John Maynard Keynes)
37. RISKS INTERCONNECTION MAP 2011
“Fundamentalism is a specter stalking the globe, but Islam is not its synonym”
(Rana Kabbani)
38. RISKS IN FOCUS
Cross-cutting global risks: Economic disparity and global governance failures
“These things will destroy the human race: politics without principle, progress
without compassion, wealth without work, learning without silence, religion without
fearlessness and worship without awareness.” (Anthony de Mello)
39. MACRO-FORCES
THE FIVE CRUCIBLES OF CHANGE
1. The Great Rebalancing
2. Global Connectivity
3. Planetary Stewardship
4. The Productivity Imperative
5. The Market State
“They must often change who would be constant in happiness or wisdom.”
(Confucius)
40. 1. THE GREAT REBALANCING
The „depletion‟ of the West
The power of „Sovereign Wealth‟
A multi –polar world
Vibrancy of emerging markets
Managing multiple business models
“Let a hundred flowers blossom, let a hundred schools of thought contend.”
(Mao Tse-Tung)
41. 2. GLOBAL CONNECTIVITY
Every company a global company
Your customer is „Tweeting‟
Imagine the power of 4 billion minds
Everything – not just everyone – is connected
Expect a bumpy ride
“All human beings are interconnected, one with all other elements in creation.”
(Henry Reed)
42. 3. PLANETARY STEWARDSHIP
Interplay of 3 powerful forces
- growing demand
- constrained supply
- increased regulation
Commodity prices will rise – and fall!
Planning for different outcomes
Resource productivity ˃ labour
productivity
Prepare for regulatory change
“We do not inherit the earth from our ancestors, we borrow it from our children.”
(Native American Proverb)
43. 4. THE PRODUCTIVITY IMPERATIVE
Emerging Markets vs. Developed Nations
“Do it smarter” Rewards
Maximise Returns from „Thinkers‟
Reinvention of „Work‟
Turning Free Goods into Gold
“Anyone who believes that exponential growth can go on forever in a finite world is
either a madman or an economist” (Kenneth Boulding)
44. Give the people control and we will use it
Your worst customer is your best friend
Do what you do best – and link to the rest
Join a network. Be a platform. Think distributed
If you‟re not searchable you won‟t be found
Life is public – so is business
Your customers are your ad agency
Small is the new big. The mass market is dead
Middlemen are doomed. Free is a business model
There is an inverse relationship between control and trust
Trust the people. Listen. Be honest. Be transparent
Collaborate. Life is live. Answers are instantaneous
Encourage, enable and protect innovation.
Simplify, Simplify
DON‟T BE EVIL!
45. 5. THE MARKET STATE
Larger role for the state – not smaller
- Mitigate negative impacts of globalisation
- Regulation of financial architecture
- Multi- lateral consensus required
Public Private Partnership – Beyond Procurement
Selecting the Right Partners
Companies Working Across Boundaries
Vested Interests – Mutual Recognition
“For each of our actions there are only consequences.” (James Lovelock)
46. MICRO-FORCES (EMPIRICAL)
TEN CORPORATE IMPERATIVES
1. Thinking creatively, strategically and systematically
2. Increasing „interdisciplinarity‟ and „intergenerationality‟
3. Fostering trust, responsibility and reputation
4. Exploring convergent technologies and divergent ideas
5. Mainstreaming the „Green Revolution‟
6. Deconstructing demographic destines
7. Managing knowledge and leading talent
8. Moving from an energy economy to an information economy
9. Engaging communities and behaving civically
10. Promoting authentic leadership in a futures orientated organisation
“Capitalism is the astounding belief that the most wickedest of men will do the most
wickedest of things for the greatest good for everyone” (John Maynard Keynes)
47. TEN TOP BUSINESS ATTRIBUTES
1. Trustworthiness
2. Brand Integrity
3. Social Responsibility
4. Diversity
5. Foresight
6. Vision
7. Bravery
8. Agility
9. Adaptability
10. Informed Intuition
“Know yourself – be yourself – show yourself” (John Ratcliffe)
48. ELEVEN EU CITIES CHALLENGES
1. How to counter social/spatial segregation/polarisation?
How to ensure social and functional mixity?
2. How to foster social inclusion and economic integration of
disadvantaged groups, especially migrants?
3. How to ensure economic transitions? (entrepreneurial
environment; local & social economy; knowledge/green
economy; a viable manufacturing sector)?
4. How to manage and adapt to demographic changes (e.g.
ageing/age imbalances; shrinking/ growing; in/out
migration)?
5. How to maintain and attract a broad range of
skills/competencies? How to stimulate job creation and
availability?
49. ELEVEN EU CITIES CHALLENGES
6. How to achieve a sustainable mobility (pedestrian, bike,
clean urban transport, car, new transport modes,
accessibility)?
7. How to achieve greater energy efficiency and manage the
transition towards a carbon-neutral city?
8. How to manage natural resources (water, waste, air, soil
and land)?
9. How to ensure territorial cohesion and coherence? How
to manage relationships between cities and their
surroundings (hinterland; urban/peri-urban;
metropolises)?
10. How to foster cities' attractiveness (e.g., education,
culture, sports, creativity and cultural/industrial heritage;
safety and security; public spaces and public services)
11. How to ensure financial sustainability?
50. TEN TRAVEL AND TOURISM CHALLENGES
1. Taking Responsibility
2. Evolving Destinations
3. Promoting Slow and Geo-Tourism
4. Travelling With a Purpose
5. Going Overland
6. Catering for the Burgeoning Middle-Classes
7. Satisfying the “Digital Natives”
8. Tackling the Technological Transformations
9. Attending the Lure of Eastern Promise
10. Ensuring Safety, Security and Sustainability
51. BUILT ENVIRONMENT FORESIGHT 2030
PROPOSITUM:
FIVE BIG QUESTIONS
How Will We Think?
Will We Behave Differently?
What About Real Estate?
Who Will Be Involved?
What Really Lies Ahead?
“Imagination is more important than knowledge. For knowledge is limited to all we now know
and understand, while imagination embraces the entire world, and all there ever will be to know
and understand.”
(Albert Einstein)
52. PROPOSITUM: FIVE BIG QUESTIONS
How Will We Think?
Strategically
Systematically
Creatively
Reflectively
Intergenerationally
“Science investigates religion interprets. Science gives man knowledge which is
power religion gives man wisdom which is control.” (Martin Luther King, Jr.)
53. PROPOSITUM: FIVE BIG QUESTIONS
Will We Behave Differently?
With Values
With Responsibility
With Cross-Disciplinarity
With Discretion
With Foresight
“These things will destroy the human race: politics without principle, progress without compassion, wealth
without work, learning without silence, religion without fearlessness and worship without awareness.”
(Anthony de Mello)
54. PROPOSITUM: FIVE BIG QUESTIONS
What About Real Estate?
Qualitative not Quantitative
Infrastructure and Civics
A Service Industry
A Two-Tier Sustainable
Market
Location and Mobility
“Just because everything is different doesn't mean anything has changed.”
(Irene Peter)
55. PROPOSITUM: FIVE BIG QUESTIONS
Who Will Be Involved?
The Professions
Public Private Partnerships
Regulators
Communities
Leaders
“The problems of the world cannot possibly be solved by sceptics or cynics whose horizons are limited by
the obvious realities. We need men who can dream of things that never were.” (John F. Kennedy)
56. PROPOSITUM: FIVE BIG QUESTIONS
What Really Lies Ahead?
Managing the Energy Deficit
Defusing the Demographic
Time-Bomb
Exploiting Converging Technologies
Mainstreaming Green Development
Profiting from a Responsible and
Sustainable Future
“We have it in our power to begin the world over again” (Thomas Paine)
57. TEN REAL ESTATE CHALLENGES
1. Capturing the Infrastructure Opportunity
2. Participating in Public Private Partnership
3. Changing Locations
4. Appreciating Market Divergence
5. Exploring Second and Third Tier Cities
6. Switching to Service and Function
7. Boom in Health, Education & Leisure
8. Embrace New Building Technology
9. Emerging Markets May Be The Next Bubble
10. Energy is the Key – Risk Management the Imperative
“Imagine if capitalism collapsed as it did not allow prices to tell the ecological truth;
just as socialism collapsed because it did not allow prices to tell the economic truth”
(John Ratcliffe, 2008)
58. Built Environment Harmony
Enlightened Leadership
Strategic Foresight
“Knowing others is intelligence; knowing yourself is true wisdom. Mastering others is strength;
mastering yourself is true power. If you realize that you have enough, you are truly rich.”
(Tao Te Ching)
60. SOME THOUGHTS ON LEADERSHIP
Create a democracy of ideas
Amplify the organisations imagination
Dynamically reallocate resources
Aggregate collective wisdom
Minimise the drag of old mental models
Give everyone the chance to take part
“Governing a large country is like frying a small fish. You spoil it with too much poking.”
(Tao Te Ching)
61. “The wicked leader is he who the people
despise. The good leader is he who the
people revere. The great leader is he who
the people say, „We did it ourselves.‟”
( Lao Tzu )