Core set of slides explaining Three Horizons framework as three perspectives on the future potential of the present moment, plus how these perspectives interact in service of systems transition and 'transformative innovation'.
Three Horizons 18 Sept 2013 - Basic IntroductionWendy Schultz
Basic introduction to working with past timelines and the Three Horizons Framework, as presented at the 'Blowing the Cobwebs Off Your Mind' Three Horizons / Futures Thinking Bootcamp, 18-19 September 2013, by Wendy Schultz
Public Sector Transformation with Lean Change ManagementJason Little
Lean Change Management helps organizations make sense of how best to implement change by showing them how to use many innovative, feedback-driven practices
Three Horizons 18 Sept 2013 - Basic IntroductionWendy Schultz
Basic introduction to working with past timelines and the Three Horizons Framework, as presented at the 'Blowing the Cobwebs Off Your Mind' Three Horizons / Futures Thinking Bootcamp, 18-19 September 2013, by Wendy Schultz
Public Sector Transformation with Lean Change ManagementJason Little
Lean Change Management helps organizations make sense of how best to implement change by showing them how to use many innovative, feedback-driven practices
Understanding complexity - The Cynefin frameworkKeith De La Rue
A brief overview of the Cynefin framework, with discussion on complexity, and why it is important to understand how organisations work in order to implement change.
Prosci Webinar - Applying the Prosci ADKAR methodologyProsci ANZ
The Prosci ADKAR® Model describes the five building blocks of successful change at the individual level. In times of change - whether at home, in the community or at work - individuals need Awareness, Desire, Knowledge, Ability and Reinforcement to successfully make a change. This webinar presents the Prosci ADKAR Model and six applications of the model for change management professionals.
Pragmatic Futurism for Today's Designers - Goodbye Faster Horses, 14 May 2020Jonty Fairless
Watch the presentation online here - https://youtu.be/XIM1JZHTDFc
Neil Collman's slides from 14th May Goodbye Faster Horses session, speaking about futures, foresight, and the tools and techniques Nile uses to stay abreast of the future
Slides of the 'deep' talk presented @ Agile O'Day 2017 #agileoday on the topic of "Business Agility" - Business agility is the "ability of a business system to rapidly respond to change by adapting its initial stable configuration”
Prosci Webinar - How to Integrate Change Management and Project ManagementProsci ANZ
For changes to deliver results and outcomes, structured approaches are needed for both the technical side of the change (through project management) and for the people side of the change (through change management). The technical side ensures that solutions are designed, developed and delivered effectively. The people side ensures that the solution is embraced, adopted and used proficiently. These two complementary disciplines share a common objective - to improve the performance of the organisation by implementing a change. However, bringing these two disciplines together can sometimes be challenging. This webinar looks at how to integrate change management and project management across five dimensions to deliver benefit realisation and a unified value proposition for change.
This is a presentation based on the concept, what each hat represents, few cases and how to apply six thinking hat in scenario based cases, the sequence of hats
Ambidextrous organizations: from theory to practiceTamam Guseinova
The study is aimed at testing the hypotheses relating certain industry changes to certain ambidexterity types. For testing the hypotheses I chose case studies on ambidexterity or on general balancing of exploitation and exploration. I have studied 14 case studies out of which 12 case studies are in line with my hypotheses. My main conclusions are as follows:
• In industries going through radical change successful companies opt for partitional ambidexterity;
• In industries going through creative industries successful companies adopt reciprocal ambidexterity;
• In industries going through intermediating change successful companies effectuate harmonic ambidexterity;
• In industries undergoing progressive change successful companies also pursue harmonic ambidexterity to enable sufficient level of adaptability so that the company will be able to successfully go though organization transformation switching to another type of ambidexterity when the industry go to another type of change.
Answering the research question, I believe to have proved the existence of interrelation between the type of industry change and the type of ambidexterity companies in this industry should opt for. I do believe that my findings can be a basis for a prescriptive tool in innovation management. However, I fully acknowledge the limitations of my research and understand that quite vast further research is needed before the framework developed by me becomes an effective prescriptive tool.
La conduite du changement dans un contexte de fusion - acquisitionChristian Auriach
Les facteurs de succès et d'échec d'une fusion vus à travers une démarche intégrant à la fois les principaux acquis théoriques et plus de dix expériences de rapprochements à grande échelle.
Transformationen agil gestalten – der borisgloger Change-Management-AnsatzCarsten Rasche
„Reagieren auf Veränderung hat Vorrang vor strikter Planverfolgung“, heißt es im Manifest für agile Softwareentwicklung. das besagt eines der vier Wertepaare des Manifests für agile Softwareentwicklung.
Aus dem klassischen Change-Management kennen wir fulminante und ausgeklügelte Change-Architekturen und Roadmaps, die „einfach“ nur umgesetzt werden müssen. Vor allem größere Change-Vorhaben kommen nicht ohne eine klare und stringente Struktur und einen Plan aus. Die Praxis zeigt aber, dass gerade größere Veränderungsvorhaben wegen vieler Einflüsse und Bedürfnisse von einzelnen Stakeholdern und den Mitarbeitern selten innerhalb der vorgezeichneten Pläne bleiben.
Die Kernfrage ist daher: Wie gestalten wir große Veränderungsprozesse so, dass wir schnell auf neue Erkenntnisse und veränderte Rahmenbedingungen reagieren können?
Carsten Rasche und Christoph Schmiedinger stellen mit dem Transformation-Team-Modell einen Ansatz vor, mit dem wir die Komplexität von kleinen sowie großen Transformationen flexibel managen können. Transformation-Teams analysieren die Einführung und Weiterentwicklung von Agilität in ihrer Organisation und treiben diese voran. Unsere Experten werden aus ihrer praktischen Arbeit mit Transformation-Teams berichten und darauf eingehen, mit welchen Tools ein solches Team arbeitet und wie ein möglicher agiler Zeitplan für den Wandel aussieht.
VUCA Stands for Volatility, Uncertainty, Complexity and Ambiguity and often used to describe the new normal of today's business environment. The CPA Vision Project in 1998 identified many of these changes - this presentation talks about "now what"?
What changes to leadership and strategy have come from this VUCA world and what are accounting and finance leaders supposed to do. Collaboration combined with new skills is the answer.
Cultural Change with Spiral Dynamics to transform from "doing agile" to "bein...Dajo Breddels
My Agile2012 presentation about cultural change with the use of Spiral Dynamics. It consists of:
- a short introduction into Spiral Dyanics
- different ways of agile implementations
- what to do, to go from doing agile to being agile
Understanding complexity - The Cynefin frameworkKeith De La Rue
A brief overview of the Cynefin framework, with discussion on complexity, and why it is important to understand how organisations work in order to implement change.
Prosci Webinar - Applying the Prosci ADKAR methodologyProsci ANZ
The Prosci ADKAR® Model describes the five building blocks of successful change at the individual level. In times of change - whether at home, in the community or at work - individuals need Awareness, Desire, Knowledge, Ability and Reinforcement to successfully make a change. This webinar presents the Prosci ADKAR Model and six applications of the model for change management professionals.
Pragmatic Futurism for Today's Designers - Goodbye Faster Horses, 14 May 2020Jonty Fairless
Watch the presentation online here - https://youtu.be/XIM1JZHTDFc
Neil Collman's slides from 14th May Goodbye Faster Horses session, speaking about futures, foresight, and the tools and techniques Nile uses to stay abreast of the future
Slides of the 'deep' talk presented @ Agile O'Day 2017 #agileoday on the topic of "Business Agility" - Business agility is the "ability of a business system to rapidly respond to change by adapting its initial stable configuration”
Prosci Webinar - How to Integrate Change Management and Project ManagementProsci ANZ
For changes to deliver results and outcomes, structured approaches are needed for both the technical side of the change (through project management) and for the people side of the change (through change management). The technical side ensures that solutions are designed, developed and delivered effectively. The people side ensures that the solution is embraced, adopted and used proficiently. These two complementary disciplines share a common objective - to improve the performance of the organisation by implementing a change. However, bringing these two disciplines together can sometimes be challenging. This webinar looks at how to integrate change management and project management across five dimensions to deliver benefit realisation and a unified value proposition for change.
This is a presentation based on the concept, what each hat represents, few cases and how to apply six thinking hat in scenario based cases, the sequence of hats
Ambidextrous organizations: from theory to practiceTamam Guseinova
The study is aimed at testing the hypotheses relating certain industry changes to certain ambidexterity types. For testing the hypotheses I chose case studies on ambidexterity or on general balancing of exploitation and exploration. I have studied 14 case studies out of which 12 case studies are in line with my hypotheses. My main conclusions are as follows:
• In industries going through radical change successful companies opt for partitional ambidexterity;
• In industries going through creative industries successful companies adopt reciprocal ambidexterity;
• In industries going through intermediating change successful companies effectuate harmonic ambidexterity;
• In industries undergoing progressive change successful companies also pursue harmonic ambidexterity to enable sufficient level of adaptability so that the company will be able to successfully go though organization transformation switching to another type of ambidexterity when the industry go to another type of change.
Answering the research question, I believe to have proved the existence of interrelation between the type of industry change and the type of ambidexterity companies in this industry should opt for. I do believe that my findings can be a basis for a prescriptive tool in innovation management. However, I fully acknowledge the limitations of my research and understand that quite vast further research is needed before the framework developed by me becomes an effective prescriptive tool.
La conduite du changement dans un contexte de fusion - acquisitionChristian Auriach
Les facteurs de succès et d'échec d'une fusion vus à travers une démarche intégrant à la fois les principaux acquis théoriques et plus de dix expériences de rapprochements à grande échelle.
Transformationen agil gestalten – der borisgloger Change-Management-AnsatzCarsten Rasche
„Reagieren auf Veränderung hat Vorrang vor strikter Planverfolgung“, heißt es im Manifest für agile Softwareentwicklung. das besagt eines der vier Wertepaare des Manifests für agile Softwareentwicklung.
Aus dem klassischen Change-Management kennen wir fulminante und ausgeklügelte Change-Architekturen und Roadmaps, die „einfach“ nur umgesetzt werden müssen. Vor allem größere Change-Vorhaben kommen nicht ohne eine klare und stringente Struktur und einen Plan aus. Die Praxis zeigt aber, dass gerade größere Veränderungsvorhaben wegen vieler Einflüsse und Bedürfnisse von einzelnen Stakeholdern und den Mitarbeitern selten innerhalb der vorgezeichneten Pläne bleiben.
Die Kernfrage ist daher: Wie gestalten wir große Veränderungsprozesse so, dass wir schnell auf neue Erkenntnisse und veränderte Rahmenbedingungen reagieren können?
Carsten Rasche und Christoph Schmiedinger stellen mit dem Transformation-Team-Modell einen Ansatz vor, mit dem wir die Komplexität von kleinen sowie großen Transformationen flexibel managen können. Transformation-Teams analysieren die Einführung und Weiterentwicklung von Agilität in ihrer Organisation und treiben diese voran. Unsere Experten werden aus ihrer praktischen Arbeit mit Transformation-Teams berichten und darauf eingehen, mit welchen Tools ein solches Team arbeitet und wie ein möglicher agiler Zeitplan für den Wandel aussieht.
VUCA Stands for Volatility, Uncertainty, Complexity and Ambiguity and often used to describe the new normal of today's business environment. The CPA Vision Project in 1998 identified many of these changes - this presentation talks about "now what"?
What changes to leadership and strategy have come from this VUCA world and what are accounting and finance leaders supposed to do. Collaboration combined with new skills is the answer.
Cultural Change with Spiral Dynamics to transform from "doing agile" to "bein...Dajo Breddels
My Agile2012 presentation about cultural change with the use of Spiral Dynamics. It consists of:
- a short introduction into Spiral Dyanics
- different ways of agile implementations
- what to do, to go from doing agile to being agile
We have been educated for stability – and we continue to train people to be effective in known territories – but the current competitive environment is unstable. How can we prepare to live in unstable contexts? How can we prepare to be effective if the conventional management models are collapsing?
Imagineering is a complexity-based design approach to meaning making. It is helpful when addressing complex problems requiring new order and paradigma shifts.
Riel Miller “Why the Discipline of Anticipation is a Necessary Condition for ...rielmiller
Riel Miller, Keynote speech at the 1st International Conference on Anticipation, University of Trento, Italy, November 5, 2015 https://webmagazine.unitn.it/evento/sociologia/3000/first-international-conference-on-anticipation
The concern to keep levels of economic performance maintaining personal well-being conditions is a topic of major interest in most organizations under the current conditions of life context and the demands of production. On the one hand, it is clear the limit of growth rates in many manufacturing sectors in all regions of the world. Furthermore, due to global interdependence the instability is present in all levels of decision.
This slide set is part of the "Leading Successful Change" seminar, which is based on the award-winning story of "Our Iceberg is Melting" that illustrates how eight steps produce needed change under any conditions.
Riel Miller educacao a distancia sociedade da informação
Connecting Research and Policy in the Digital Economy: Possibility Space Scenarios & 21st Century Transitions
As transformações oportunizadas pelo século XXI
João Jose Saraiva da Fonseca
http://joaojosefonseca1.blogspot.com/
Kumi Naidoo: SDGs and Transformation in a Context of Institutional FailureFuture Earth
On 31 May, Rosemary Kalapurakal, Kumi Naidoo and Per Olsson hosted a discussion about the Sustainable Development Goals (SDGs) and transformation. The discussion focused on the implications of transformation research for the implementation of the SDGs, particular SDG-17 – "Partnerships for the Goals" – the only goal that explicitly addresses how nations will meet these sustainability targets.
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.
The world is changing. And quality professionals need to change right along with it.
Join ASQ's Executive Director and Chief Strategic officer as he explores the key forces that will shape quality, and how to stay on top of them.
I co-develop new organizational designs for the 21st Century to better deal with with rapid, complex change. Originally, this PPT is the first of a series of three. A fourth one has been added: Emergent Organizational Development and Novel Technologies (AI)
Similar to IFF Three Horizons Framing Transformative Innovation (20)
Anticipation + Wisdom = Resilience : The World and Wisdom Ganegrahamiff
Anticipation + Wisdom = Resilience - presentation by David Adams on combining Tony Hodgson's world system model with the native American wisdom council for wiser decision-making.
Culture Matters: are we facing a crisis of culture?grahamiff
Notes for discussion in the US in November 2010 about whether the country faces a crisis of culture as well as a political, financial, economic crisis etc. What exactly is a 'crisis of culture'?
Presentation on the new agenda for public health, prepared for an audience in Scotland but addressing general issues. Part of the International Futures Forum's work on transformative innovation in health and health care.
Monitoring Health for the SDGs - Global Health Statistics 2024 - WHOChristina Parmionova
The 2024 World Health Statistics edition reviews more than 50 health-related indicators from the Sustainable Development Goals and WHO’s Thirteenth General Programme of Work. It also highlights the findings from the Global health estimates 2021, notably the impact of the COVID-19 pandemic on life expectancy and healthy life expectancy.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
This session provides a comprehensive overview of the latest updates to the Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (commonly known as the Uniform Guidance) outlined in the 2 CFR 200.
With a focus on the 2024 revisions issued by the Office of Management and Budget (OMB), participants will gain insight into the key changes affecting federal grant recipients. The session will delve into critical regulatory updates, providing attendees with the knowledge and tools necessary to navigate and comply with the evolving landscape of federal grant management.
Learning Objectives:
- Understand the rationale behind the 2024 updates to the Uniform Guidance outlined in 2 CFR 200, and their implications for federal grant recipients.
- Identify the key changes and revisions introduced by the Office of Management and Budget (OMB) in the 2024 edition of 2 CFR 200.
- Gain proficiency in applying the updated regulations to ensure compliance with federal grant requirements and avoid potential audit findings.
- Develop strategies for effectively implementing the new guidelines within the grant management processes of their respective organizations, fostering efficiency and accountability in federal grant administration.
Presentation by Jared Jageler, David Adler, Noelia Duchovny, and Evan Herrnstadt, analysts in CBO’s Microeconomic Studies and Health Analysis Divisions, at the Association of Environmental and Resource Economists Summer Conference.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Understanding the Challenges of Street ChildrenSERUDS INDIA
By raising awareness, providing support, advocating for change, and offering assistance to children in need, individuals can play a crucial role in improving the lives of street children and helping them realize their full potential
Donate Us
https://serudsindia.org/how-individuals-can-support-street-children-in-india/
#donatefororphan, #donateforhomelesschildren, #childeducation, #ngochildeducation, #donateforeducation, #donationforchildeducation, #sponsorforpoorchild, #sponsororphanage #sponsororphanchild, #donation, #education, #charity, #educationforchild, #seruds, #kurnool, #joyhome
ZGB - The Role of Generative AI in Government transformation.pdfSaeed Al Dhaheri
This keynote was presented during the the 7th edition of the UAE Hackathon 2024. It highlights the role of AI and Generative AI in addressing government transformation to achieve zero government bureaucracy
2. “How to take effective and
responsible action in powerful
times?”
International Futures Forum (IFF): 2001
3. We face a real emergency – a
world of pressing challenges
And a conceptual emergency
– a struggle to make sense of a
world of boundless complexity
And an existential emergency
– we are in over our heads.
We need to develop our 21st
century competencies and the
culture and organisations to
support them.
4. Shifting systems to a
new pattern of
viability fit for the
future rather than just
fixing what’s failing in
the present. Growing
the new in the
presence of the old.
Transformative Innovation
5. Patterns: reading
the landscape of
change
Pathways: plotting a
way through towards
a desired future
Practice: making the
journey
Transformative Innovation
7. Pattern
Making sense of the landscape of change through three
perspectives on the future potential of the present moment
Time
Three Horizons
8. The managerial perspective, keeping things going
First Horizon: Sustaining Innovation
Today’s Dominant Pattern: a
system losing strategic fit and
therefore dominance over time
Pattern
Time
H1
9. The visionary perspective, aspiring to a better way
Third Horizon: Transformative Innovation
Pattern
The Future Pattern: a system in
tune with deeper trends that
eventually emerges as the new
dominant system—perhaps a
generation from now
Time
H3
10. The entrepreneurial perspective, eager to try new things
Second Horizon: Disruptive Innovation
Pattern
Zone of Transition: a
system seeking to exploit
the opportunities emerging
in a changing world
Time
H2
+–
sustaining transformative
disruptive innovation
?
11. A transformative innovation system that contains three
ways of acting in and seeing the world.
Three Horizons: Bringing it Together
Pattern
Time
H2
H3
H1
Entrepreneur
Manager
Visionary
12. Three Horizons Voices and Relationships
Shifting from negative mindsets to positive perspectives enables people
to work across horizons and facilitate the conditions for transformative change.
Negative Mindsets Positive Perspectives
H1
H3
H2
IrrelevantDinosaur
H1
H3
H2
HopeScale
13. More information on Three
Horizons and the practice
of Transformative
Innovation which it
supports is available at:
IFF Practice Centre
www.iffpraxis.com
or contact:
enquiry@iffpraxis.com