This document provides an introduction to the field of futures studies. It discusses how futures studies aims to systematically explore possible and desirable futures in order to improve decision making. Key methods discussed include scenario planning, roadmapping, and trend analysis. The document outlines various time horizons and subject areas studied by futurists, such as technology, environment, economy and society. It also discusses differences between prediction and forecasting, and compares various qualitative and quantitative futures studies methods. The overall purpose of futures studies is to help organizations and societies envision and plan for potential alternative futures.
An Overview of Scenario Planning - Introduction, Overview and ExamplesAxiom EPM
An Overview of Scenario Planning. Topics include: Scenario Planning and Uncertainty, Scenario Planning Prerequisites, Key Benefits of Scenario Planning, Types of Scenario Planning, Overcoming Hurdles to Scenario Planning and Five Required Structural Elements
Scenario-building enables managers to invent and then consider in depth several varied stories of equally plausible futures. They can then make strategic decisions that will be sound for all plausible futures. No matter what future takes place, one is more likely to be ready for and influential in it if one has thought seriously about scenarios. Scenario planning challenges mental models about the world and lifts the blinders that limit our creativity and resourcefulness.
An Overview of Scenario Planning - Introduction, Overview and ExamplesAxiom EPM
An Overview of Scenario Planning. Topics include: Scenario Planning and Uncertainty, Scenario Planning Prerequisites, Key Benefits of Scenario Planning, Types of Scenario Planning, Overcoming Hurdles to Scenario Planning and Five Required Structural Elements
Scenario-building enables managers to invent and then consider in depth several varied stories of equally plausible futures. They can then make strategic decisions that will be sound for all plausible futures. No matter what future takes place, one is more likely to be ready for and influential in it if one has thought seriously about scenarios. Scenario planning challenges mental models about the world and lifts the blinders that limit our creativity and resourcefulness.
Our Morgenbooster: Designing for Possible Futures.
Get a sneak-peak into how to apply futures thinking to your design processes to help create reactive and proactive brands, businesses, and products.
My IA Summit 2008 Pre-Con on Backcasting for Information Architects. Includes info on conducting the method and using the ORID facilitation framework to support the backcasting method.
Webinar: Intro to Strategic Foresight & Futures ThinkingMad*Pow
Presented by Mad*Pow Experience Strategist, Liz Possee Corthell.
When the future is uncertain, how can organizations design and innovate boldly but responsibly? Futures thinking is an approach to strategic design that considers what is likely to change and what is likely to stay the same in the future, as a means to be more reflective in strategic planning. Considered by some to be more of an art, and by others to be a science, futures thinking gives us a framework to talk about our current world, and how the world may look in the future.
To quote futurist Dr. Sohail Inayatullah, “With futures thinking, we use the future to change the present. “
In this webinar, you’ll learn that futures thinking is not an effort to predict the future, but rather a means to illuminate unexpected implications of present-day issues that empower individuals and organizations to actively design desirable futures. The emphasis isn’t on what will happen, but on what could happen, given various observed drivers.
It’s a way of gaining new perspectives and context for present-day decisions, as well as for navigating the dilemma at the heart of all strategic thinking: the future can’t be predicted, yet we have to make choices based on what is to come.
This presentation will include a few tools you can start using right away, as well as a few activities to get us thinking about the future.
The presentation is a part of strategic planning exercise carried out by organizations and individuals to achieve long terms business and personal goals.
What is Scenario Planning? and Scenario Planning: Future ForcesRPO America
Heather Hannon of the Lincoln Institute presented an overview of scenario planning and future forces to consider in scenario planning during the 2020 National Regional Transportation Conference.
A brief introduction to Scenario Planning, a strategic planning process invented by the U.S. military, during the days of the cold war, and now widely used by organizations of all kinds, which produces realistic scenarios of potential futures, against which different strategies can be vetted.
Our Morgenbooster: Designing for Possible Futures.
Get a sneak-peak into how to apply futures thinking to your design processes to help create reactive and proactive brands, businesses, and products.
My IA Summit 2008 Pre-Con on Backcasting for Information Architects. Includes info on conducting the method and using the ORID facilitation framework to support the backcasting method.
Webinar: Intro to Strategic Foresight & Futures ThinkingMad*Pow
Presented by Mad*Pow Experience Strategist, Liz Possee Corthell.
When the future is uncertain, how can organizations design and innovate boldly but responsibly? Futures thinking is an approach to strategic design that considers what is likely to change and what is likely to stay the same in the future, as a means to be more reflective in strategic planning. Considered by some to be more of an art, and by others to be a science, futures thinking gives us a framework to talk about our current world, and how the world may look in the future.
To quote futurist Dr. Sohail Inayatullah, “With futures thinking, we use the future to change the present. “
In this webinar, you’ll learn that futures thinking is not an effort to predict the future, but rather a means to illuminate unexpected implications of present-day issues that empower individuals and organizations to actively design desirable futures. The emphasis isn’t on what will happen, but on what could happen, given various observed drivers.
It’s a way of gaining new perspectives and context for present-day decisions, as well as for navigating the dilemma at the heart of all strategic thinking: the future can’t be predicted, yet we have to make choices based on what is to come.
This presentation will include a few tools you can start using right away, as well as a few activities to get us thinking about the future.
The presentation is a part of strategic planning exercise carried out by organizations and individuals to achieve long terms business and personal goals.
What is Scenario Planning? and Scenario Planning: Future ForcesRPO America
Heather Hannon of the Lincoln Institute presented an overview of scenario planning and future forces to consider in scenario planning during the 2020 National Regional Transportation Conference.
A brief introduction to Scenario Planning, a strategic planning process invented by the U.S. military, during the days of the cold war, and now widely used by organizations of all kinds, which produces realistic scenarios of potential futures, against which different strategies can be vetted.
A great paper which have written by former Shell scenario planner and a former Shell executive who recently completed a history of scenario planning at the company after interviewing almost every surviving veteran of the operation, along with current and former top company executives. They review Shell scenario planning experience with commenting on milestones and results.
The roots of futures thinking – the imaging in human minds of the future – can be traced back to the beginnings of human societies. The formalized study of futures came much later, but it can be said that the most advanced civilizations tended to project their thinking and utilize basic methods of planning and foresight. Greek philosopher Plato developed the concept of an ideal society with perfect justice in "The Republic," and his vision inspired millions of thinkers to imagine the future.
An overview of Systems Thinking, and how to apply the ideas of Complexity Theory to management of systems, with the results being called "Complexity Thinking".
This presentation is part of the Management 3.0 course created by Jurgen Appelo.
http://www.management30.com/course-introduction/
How to Make Awesome SlideShares: Tips & TricksSlideShare
Turbocharge your online presence with SlideShare. We provide the best tips and tricks for succeeding on SlideShare. Get ideas for what to upload, tips for designing your deck and more.
Foresight For Profitable Futures Mark OstrynMark Ostryn
Mark reviews what components drive long term business value: future vision, strategic flexibility, scalability, the team, acquisitions, alliances and partnerships and the creation of barriers to entry.
He then takes a case study approach to review how changes are taking place in education, construction, packaging, bakery and trucking.
Various tools for strategic planning are then considered including scenario analysis, adaptive scenarios, horizon scanning, scoping and competitive intelligence.
These tools are adapted to industry in a "collaborative foresight" framework using scanning, strategic thinking, networking and action planning in order to help entrepreneurs create a future vision.
Amministratore delegato del Copenhagen Institute for Future Studies, think tank con sede in Danimarca e centro di ricerca internazionale tra i più autorevoli. Esperto di strategia, innovazione, marketing e consumer trends, tiene conferenze in tutto il mondo. Ha collaborato con istituzioni governative, organizzazioni internazionali, istituti finanziari e aziende private su progetti strategici di larga scala. È stato amministratore delegato e consulente in numerose start up.
Catherine Mosbacher with the Center for Houston's Future presents two very different Scenarios for the future of H-Town. This is her powerpoint presentation. The videos on the two scenarios are separated out for you to view individually.
1242020 Scenario and Mega-Trend Model Scoring Guidehttps.docxaulasnilda
1/24/2020 Scenario and Mega-Trend Model Scoring Guide
https://courserooma.capella.edu/bbcswebdav/institution/BMGT/BMGT8132/190700/Scoring_Guides/u01a1_scoring_guide.html 1/1
Scenario and Mega-Trend Model Scoring Guide
Due Date: End of Unit 1
Percentage of Course Grade: 15%.
CRITERIA NON-PERFORMANCE BASIC PROFICIENT DISTINGUISHED
Evaluate scenario
planning and trend
convergence
theories, models,
and processes.
25%
Does not evaluate
scenario planning
and trend
convergence
theories, models,
and processes.
Evaluates some aspects
of scenario planning
and trend convergence
theories, models, and
processes from
references, research,
and personal
experiences. Analyzes
some themes and
concepts in the
literature.
Evaluates scenario
planning and trend
convergence theories,
models, and
processes from
references, research,
and personal
experiences.
Analyzes major
themes and concepts
in the literature.
Evaluates and
synthesizes scenario
planning and trend
convergence theories,
models, and processes
from references,
research, and personal
experiences. Analyzes
major themes and
concepts in the
literature.
Create and illustrate
a scenario planning
and trend
convergence model.
25%
Neither creates nor
illustrates a
scenario planning
and trend
convergence
model integrating
theoretical support.
Creates and illustrates a
scenario planning and
trend convergence
model. Includes some
aspects from activities,
roles, and
responsibilities, and
how and when activities
will be performed.
Creates and illustrates
a scenario planning
and trend
convergence model.
Includes a set of
activities, roles, and
responsibilities, and
how and when
activities will be
performed.
Creates and illustrates a
scenario planning and
trend convergence
model integrating
theoretical support.
Includes a set of
activities, roles, and
responsibilities, and how
and when activities will
be performed.
Develop an
approach to leading
and implementing a
scenario planning
and trend
convergence model.
25%
Does not develop
an approach to
leading and
implementing a
scenario planning
and trend
convergence
model.
Develops some aspects
of an approach to
leading and
implementing a scenario
planning and trend
convergence model.
Develops an
approach to leading
and implementing a
scenario planning and
trend convergence
model.
Develops a
comprehensive
approach to leading and
implementing a scenario
planning and trend
convergence model.
Communicate in a
scholarly and
professional
manner.
25%
Neither
communicates in a
manner expected
of doctoral-level
composition nor
exhibits critical
thinking skills:
grammar,
punctuation,
mechanics, APA
style and
formatting.
Communicates at a
basic level in a manner
expected of doctoral-
level composition, and
exhibits some critical
thinking skills.
Communicates in a
manner expected of
doctoral-level
composition, and
exhibits critical
thinking skills.
Communicates
exceptionally well in a
manner expected of a
doctoral-level
composition, and
exhibits exceptional
cr ...
How To Win In Every Scenario - Book launch in Phoenix, AZRom Gayoso, Ph.D.
This is the presentation for the book launch that took place in Phoenix at Changing Hands Bookstore located on 300 W. Camelback Rd.
Scenario Planning was developed in 1961 and found many applications. The author created a 5-step method to help readers create their own scenarios. The book covers the technique and three different business cases: a moral dilemma in the funding for Stem Cell research, a big problem in the need to deploy more renewable energy solutions to fight climate change and a current crisis - the conflict in Ukraine.
GCARD2: Foresight, projections and issues of Agricultural Research Coordination for future smallholder impact http://www.egfar.org/gcard-2012
GCARD2: Perspectives, projections et enjeu de la coordination d'une recherche agricole orientée dans le future vers des petits paysans http://www.egfar.org/gcard-2012
GCARD2 Prospectiva, proyecciones y problemas de coordinación de la investigación agrícola para el impacto futuro de agricultores pequeños. http://www.egfar.org/gcard-2012
Lessons from 10 years of public meetups addressing existential riskDavid Wood
Slides used by David Wood in his presentation on 13 Dec 2016 to the Cambridge Conference of Catastrophic Risks, http://cser.org/cccr2016/: "Lessons from 10 years of public meetups addressing existential risk - 8 recommendations to improve the public conversation"
These are the Blockchain Futures slides presented by Lori Gordon at Science Distributed's Blockchain & Health Science Research Event hosted at Georgetown University on 12 May 2018.
Fast Future - The Shape of Jobs to Come - Full ReportRohit Talwar
Foresight study exploring key jobs and professions that could emerge by 2030 as a result of advances in science and technology. Examines critical driving forces in society and a timeline of key science and technology developments out to 2030.
Presented by Jerome Glenn
How do we handle the world’s major challenges? This session will provide a framework to better understand global change and what is strategic for the future of civilization. Worldwide synergies and cross-impacts will be cited among sustainable development, climate change, water, demographics, democratization, ICT, development gaps, health and disease, global foresight and decision making, conflict and security, gender relations, organized crime, energy, S&T, global ethics, and education.
Judgement: Managing the Cognitive Factor to Improve the accuracy of Technolog...IFIS_org
Presentation made at Military Technology University (Warsaw) for PYTHIA project. The PYTHIA project aims to devise an innovative methodology for strategic technology foresight, able to deliver frequent “predictions” on technology-related matters. Project is granted by European Defence Agency.
The powerful effect of noticing good things Vahid Shamekhi
Over the course of a typical workday, negative and positive things inevitably happen to you. If you’re like most people, you tend to focus mainly, or even exclusively, on negative experiences.
You Don’t Have to Be the Boss to Change How Your Company WorksVahid Shamekhi
Most workplaces face constant imperatives for change—from trivial-seeming matters such as installing new office printers to major ones such as implementing new policies to support diversity. The question of how to drive change, though, is perennially vexing.
Sound strategic planning is rarely practiced in most organizations today, and at a critical time when the world is changing dramatically, it has never been more necessary.
(Bill Halal)
"On the last day of class, I ask my students to turn those theoretical lenses on themselves, to find cogent answers to three questions: First, how can I be sure that I’ll be happy in my career? Second, how can I be sure that my relationships with my spouse and my family become an enduring source of happiness? Third, how can I be sure I’ll stay out of jail?" Clayton M. Christensen
A great paper for touching forecasting and futures studies. Saffo says "People at cocktail parties are always asking me for stock tips, and then they want to know how my predictions have turned out. Their requests reveal the common but fundamentally erroneous perception that forecasters make predictions."
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
3. Why Future Studies?
systematically explore, create, and test both possible and desirable
futures to improve decisions
The purpose of
futures methodology
6. • If no general agreement exists about an
organization's or nation's future direction, then
how can one know what is useful or useless?
• The lack of vision promotes aimlessness and
apathy
7. The understanding of time is changing
the perception of time is more open,
what is possible and desirable?
cyclical, rainy season
more progressive and linear,
more efficiency
8. identify what you don't know,
but need to know, to make more intelligent
decisions.
9. Why?
To Succeed
in Your
Career
To Prepare
for Change
To Choose
Your Future
To Make
Better
Decisions
To Prevent
Disasters
To Seize
Opportunitie
s
To
Understand
Today's
World
To Develop
Self-
Confidence
To Expand
Your
Horizons
10. the only place from which to change the future is
while past, present & future are all somehow interconnected
24. Philosophical Assumptions
Humans will have more influence on the
future than they did in the past
You cannot know the future, but a
range of possible futures
The likelihood of a future event or
condition can be changed by policy,
and policy consequences can be
forecasted
Gradations of foreknowledge and
probabilities can be made; we can be
more certain about the sunrise than
about the rise of the stock market
No single method should be trusted
25. What is Future Studies?
To study potential change, not simply fads, but what is likely
to make a systemic or fundamental difference over the next
10 to 25 years or more.
As historians are supposed to tell us
what happened and journalists tell us
what is happening, futurists tell us
what could happen and help us to
think about what we might want to
become.
Multi-disciplinary examination of change in all major areas of life…
26. Not Prophecy
Do not produce completely
accurate or complete
descriptions of the future,
27.
28. Goal 1: Preferable to Probable
Goal 2: Avoid Danger of Probable
BP Disaster
29.
30. Time Periods for Studying the Future
Near
Term: t<1
Short Range:
1<t<5
Middle Range:
5<t<20
Long Range:
20<t<50
Far: 50<t
31.
32. Subjects Studied by Futurists
The Global Mega crisis Issue
•Global Population Growth;
•Food and World Hunger;
•Energy Sources (Traditional, Nonrenewable Fossil
Fuels & Alternative, Renewable Energy Sources);
•Environmental Pollution;
•Sustainable Development;
•Global Climate Change
Global Peace, Conflict, and War
Global Economic Trends
Global Political Trends
The End of the East-West Conflict and the Cold War
The United Nations System and Global Governance
North-South Relations and the Increasing Gap
The Emergence of Larger Regional Economic Blocs
33. (A) High Technologies, such as:
•Computers, Telecommunications,
•Multimedia, Internet, Virtual Reality Technology
•Genetic Engineering,
•Space Exploration,
•Nanotechnology
(B) Appropriate or Intermediate Technologies, tied
to Sustainable Development
Societal Fragmentation
Educational/Learning Trends;
New Scientific Paradigms;
Changing Cultural Paradigms;
Global Spiritual/Religious/Consciousness
Traditions and Trends
Workplace Trends, including:
New Management Styles;
Employment/Job Trends;
Technology & Jobs;
Diversity and Women Working.
37. Futures Studies and Culture
Some believe
the future is pre-
determined by
God
Some believe the universe to be a
dynamic self-creating God with
humans as part of the process
Some believe the
future depend on
chance, chaos
theory,…
38. Plan for the Future Vs Plan or
Invent the Future
48. Kazakhstan Upstream Oil and Gas
Technology and R&D Roadmap
More than 300 industry representative…
*10
Billions $
230
possible
technology
1. R&D Focus
2. Industry
Opportunities
3. Learning & Skills
Development
The main benefit of
technology roadmapping is
that it supplies information
to help make better
technology investment
decisions.
49. The client’s Board had set aggressive
production targets for the new gas
resources.
development, acquisition and application
of a number of technologies new to the
company
50. For each technology, a detailed
roadmap, including technology
descriptions, business challenges,
anticipated business impact, resource
requirements, inter-dependencies
with other technologies, expected
deliverables, timings…
Quick wins – relatively easy to
implement and with the potential to
recognize strong short-term impact
25 technologies new to the company
Big wins – critical to reach
production targets and/or
increase ultimate recovery
55. References
• Jerome C. Glenn, Futures Research Methodologies, 2009.
• Curtis W. Roney, Intersections of Strategic Planning and Futures Studies,
Journal of Future Studies, Nov 2010.
• Ulf Pillkahn, Using Trends and Scenarios as Tools for Strategy
Development, 2008.
• John Holmberg, Introduction to Future Studies, Barcelona, June 2011.
• Linda Groff and Paul Smoker, Introduction to Future Studies, State
University of California, 1999.
• Stephen M. Millett, Should probabilities be used with scenarios?, 2008.
Editor's Notes
The Goal is to make preferable or desirable futures more probable, by visualizing clearly what we want to create (including the values that we want a future world to be based on), and then committing energy, resources, time, and our lives to creating that future world.
Another Goal is to also note possible futures, that though they might not be probable or likely, if they did occur, would have a great impact on people's lives. We should thus be aware of such possibilities.
If there is no sanctions till 2020, What will be Mehran position in his business?
Is there any joint venture possibilities with major competitors of the world for Mehran?
Is there any strategic acquisition opportunities for mehran?
What was way of development for a company like schlumberger? Which development strategies?