The Quantumrun Foresight Platform (B2B SaaS) gives companies tools to discover, organize, and visualize trend insights that help them create future-proof products, services, and business models.
Quantumrun Foresight is a trend intelligence agency. Since 2010, our strategic foresight consulting and software services have helped companies stay aware and adapt to emerging trends that may impact their operations.
WHY THE QUANTUMRUN PLATFORM?
The Quantumrun Foresight Platform provides companies with trend intelligence tools that allow them to discover, organize, and visualize trend insights in ways that support strategy development, trend analysis, and product development.
It gives companies customized human trend reporting and AI news curation, unlimited user accounts (for Business and Enterprise accounts), and tools to organize and visualize research. More details in the platform overview further down this page.
The world is moving faster than ever: From Covid (2020-22), to the Russia-Ukraine war (2022), ChatGPT (2023), out-of-control inflation (2023), to the next big event (2024 and beyond).
People and businesses are under greater pressure than ever to adapt to emerging trends. But that is only possible by being informed about upcoming trends. That's why companies and governments across all industries are investing in trend intelligence services like the Quantumrun Foresight Platform.
Future State 2030: The global megatrends shaping governmentsRunwaySale
The document discusses 9 global megatrends that will significantly impact governments by 2030: 1) Demographics, 2) Rise of the individual, 3) Enabling technology, 4) Economic interconnectedness, 5) Public debt, 6) Economic power shift, 7) Climate change, 8) Resource stress, and 9) Urbanization. It notes that the impacts will be far-reaching but the trends are interconnected, so governments need strategies to address both individual trends and their combination. The report aims to stimulate thinking on how governments can best respond and adapt to changes in the coming years.
HHL 360 stakeholder analysis - systematic process in identifying strategic bl...Areté Partners
This document describes a 360-degree stakeholder feedback tool used in scenario-based strategic planning. The tool involves conducting a two-round survey of internal and external stakeholders to identify influencing factors, blind spots, and weak signals that could impact the company's future. In the first round, open-ended questions are used to gather influencing factors. In the second round, factors are rated on impact and uncertainty. Comparing internal and external ratings can reveal blind spots the company has overlooked. The tool provides an efficient way to incorporate diverse perspectives into strategic planning in a short timeframe.
This document discusses scenario planning as a strategic tool for businesses to prepare for an uncertain future. Scenario planning involves identifying key driving forces that could impact a business, such as political, economic, social and technological factors. Managers then develop plausible scenarios or stories about how these factors could interact and influence the future environment. This allows businesses to assess different strategic options and make robust decisions that will work under a variety of potential futures. The document provides examples of companies that have successfully used scenario planning, such as Royal Dutch Shell. It also outlines the steps involved in scenario planning, from identifying uncertainties to developing four plausible scenarios to guide strategic decision making.
Mtm9 white paper macro-environmental (steep) analysisIntelCollab.com
This document provides an overview of macro-environmental (STEEP) analysis, which examines the external social, technological, economic, environmental, and political factors that influence an organization. STEEP analysis involves scanning these macro-level factors to identify opportunities and threats in order to understand the overall context surrounding an industry. The results of STEEP analysis provide insights into how these external forces could impact a company. While useful for strategic planning, challenges in applying STEEP analysis include difficulties interpreting factors, inaccuracies in forecasts, short-term orientations, and lack of acceptance by management.
This document provides an overview of Grant Thornton's global public sector capabilities. It discusses how governments and public agencies are facing challenges from economic constraints and increased demands for efficiency, transparency and accountability. Grant Thornton works with over 130 countries to help public sector clients improve performance, deliver infrastructure projects, and demonstrate financial controls. The document highlights Grant Thornton's experience and specialists around the world who support efforts in areas like cost management, procurement, auditing and project development.
Note: the results of this discussion are available at: http://www.slideshare.net/marketfacil/systemic-mand-e-synthesis-31jan2013
This is the first version of the paper that we will use to promote debate, reflection and progress around the systemic M&E initiative. The initiative’s main objective is to promote a rethink of how we measure our impacts on market systems and their evolution towards more inclusion, productivity and efficiency (i.e. how do we know that the markets systems we work with are actually going to continue reducing poverty and protecting the environment even after we have left the scene).
The paper is a live document and it is intended to evolve with the conversations that donors, academic researchers, and practitioners working in inclusive market development and finance/microfinance development. Most of these conversations will take place in MaFI, in USAID’s Microlinks (23-25 Oct, 2012) and the SEEP 2012 Annual Conference. Your comments and questions are welcome (please use the comments box here).
The systemic M&E is one of the concrete solutions proposed by the MaFI-festo (http://slidesha.re/mafifesto2) to make international development cooperation more facilitation-friendly, and therefore, more cost-effective.
Three Macrotrends Impacting the Journey to 2030: Super Humans, Fluid Organiza...Kaleido Insights
Kaleido Insights’ introductory research report identifies and analyzes three macrotrends that will impact humans, organizations, and ecosystems in the coming decade and beyond. This abridged version explores the report’s key themes through its graphics. Download the full report at KaleidoInsights.com/Research.
Electronic Open and Collaborative Governance - An Introduction Samos2019Summit
An introduction to the electronic open and collaborative governance for the summer school participants, aiming to provide background knowledge.
Euripidis Loukis, University of the Aegean, Greece
Future State 2030: The global megatrends shaping governmentsRunwaySale
The document discusses 9 global megatrends that will significantly impact governments by 2030: 1) Demographics, 2) Rise of the individual, 3) Enabling technology, 4) Economic interconnectedness, 5) Public debt, 6) Economic power shift, 7) Climate change, 8) Resource stress, and 9) Urbanization. It notes that the impacts will be far-reaching but the trends are interconnected, so governments need strategies to address both individual trends and their combination. The report aims to stimulate thinking on how governments can best respond and adapt to changes in the coming years.
HHL 360 stakeholder analysis - systematic process in identifying strategic bl...Areté Partners
This document describes a 360-degree stakeholder feedback tool used in scenario-based strategic planning. The tool involves conducting a two-round survey of internal and external stakeholders to identify influencing factors, blind spots, and weak signals that could impact the company's future. In the first round, open-ended questions are used to gather influencing factors. In the second round, factors are rated on impact and uncertainty. Comparing internal and external ratings can reveal blind spots the company has overlooked. The tool provides an efficient way to incorporate diverse perspectives into strategic planning in a short timeframe.
This document discusses scenario planning as a strategic tool for businesses to prepare for an uncertain future. Scenario planning involves identifying key driving forces that could impact a business, such as political, economic, social and technological factors. Managers then develop plausible scenarios or stories about how these factors could interact and influence the future environment. This allows businesses to assess different strategic options and make robust decisions that will work under a variety of potential futures. The document provides examples of companies that have successfully used scenario planning, such as Royal Dutch Shell. It also outlines the steps involved in scenario planning, from identifying uncertainties to developing four plausible scenarios to guide strategic decision making.
Mtm9 white paper macro-environmental (steep) analysisIntelCollab.com
This document provides an overview of macro-environmental (STEEP) analysis, which examines the external social, technological, economic, environmental, and political factors that influence an organization. STEEP analysis involves scanning these macro-level factors to identify opportunities and threats in order to understand the overall context surrounding an industry. The results of STEEP analysis provide insights into how these external forces could impact a company. While useful for strategic planning, challenges in applying STEEP analysis include difficulties interpreting factors, inaccuracies in forecasts, short-term orientations, and lack of acceptance by management.
This document provides an overview of Grant Thornton's global public sector capabilities. It discusses how governments and public agencies are facing challenges from economic constraints and increased demands for efficiency, transparency and accountability. Grant Thornton works with over 130 countries to help public sector clients improve performance, deliver infrastructure projects, and demonstrate financial controls. The document highlights Grant Thornton's experience and specialists around the world who support efforts in areas like cost management, procurement, auditing and project development.
Note: the results of this discussion are available at: http://www.slideshare.net/marketfacil/systemic-mand-e-synthesis-31jan2013
This is the first version of the paper that we will use to promote debate, reflection and progress around the systemic M&E initiative. The initiative’s main objective is to promote a rethink of how we measure our impacts on market systems and their evolution towards more inclusion, productivity and efficiency (i.e. how do we know that the markets systems we work with are actually going to continue reducing poverty and protecting the environment even after we have left the scene).
The paper is a live document and it is intended to evolve with the conversations that donors, academic researchers, and practitioners working in inclusive market development and finance/microfinance development. Most of these conversations will take place in MaFI, in USAID’s Microlinks (23-25 Oct, 2012) and the SEEP 2012 Annual Conference. Your comments and questions are welcome (please use the comments box here).
The systemic M&E is one of the concrete solutions proposed by the MaFI-festo (http://slidesha.re/mafifesto2) to make international development cooperation more facilitation-friendly, and therefore, more cost-effective.
Three Macrotrends Impacting the Journey to 2030: Super Humans, Fluid Organiza...Kaleido Insights
Kaleido Insights’ introductory research report identifies and analyzes three macrotrends that will impact humans, organizations, and ecosystems in the coming decade and beyond. This abridged version explores the report’s key themes through its graphics. Download the full report at KaleidoInsights.com/Research.
Electronic Open and Collaborative Governance - An Introduction Samos2019Summit
An introduction to the electronic open and collaborative governance for the summer school participants, aiming to provide background knowledge.
Euripidis Loukis, University of the Aegean, Greece
Fast Future - The Future of Law Firms - ILTA Legal Technology Future Horizon...Rohit Talwar
The document summarizes key findings from a report on the future of law firms and the role of information technology. It finds that:
1) IT will transform every aspect of law firm operations and client services over the next decade, with a focus on enhancing client relationships, lawyer productivity, re-engineering processes, and driving innovation.
2) Emerging technologies like artificial intelligence, cloud computing, and mobile solutions will be widely adopted and change how legal work gets done.
3) For law firms to survive and grow, they will need to embrace IT and innovation, seeing the CIO's role evolve from managing systems to driving strategic change. Firms that do not invest in IT risk falling behind clients' and competitors
The study's accurate and thorough examination of the competitive landscape, which includes the fierce struggle among players, enables the organisations to develop their strategies appropriately and outperform their rivals
. Introduction to Corporate Strategy(CS))debajanipalai
The term strategy is derived from the Greek word “Strategos” means a plan or process or a set of decision rules or an arrangement to create a common thread.
It is the path or the way to achieve the goals of the organization or corporate.
It helps the manager proactively to direct or run the organization in a volatile environment.
It consists of WH questions.
Mintzberg has defined the strategy which consists of “5Ps” such as: plan, pattern, position, ploy and perspective.
A Plan “how to achieve the target”.
A Pattern “to take consistent actions over time”.
A Position “to be achieved by offering goods and services in particular market”.
A Ploy “how to beat the competitors by using tactics and tricks with proper allocation and utilization of resources”.
A Perspective “it is the vision of the organization what it want to be”.
Strategy is concerned with to achieve the broad goals of the organization.
It establishes unique value proposition compared to its competitors.
It provides tailored value to its customers.
It clearly identifies and clarifies what not to do.
It empowers the organization to move towards its vision.
It creates environmental scanning to gain competitive advantage.
External environment is the environment outside of the organization which influences the business. It can broadly be categorised into two parts: Micro Environment & Macro Environment.
Micro Environment studies the small area of business or immediate periphery of the organization. It directly influence and regulate the business.
E.g.: customers, suppliers, creditors, vendors, competitors and local community.
Macro Environment: It studies overall business activity in a broad manner. It influences business on the basis of “PEST”: Political, Economic, Socio-cultural and Technology.
Internal Environment is a component of the business environment, which is composed of various elements present inside the organization that can affect and be affected by the decision of the organization and its activities.
The internal environment of the organization consists of employees, management, owner, shareholders, investors and all other resources.
Factors influencing external environment are: value system, vision, structure, culture, human resource, physical resource, technical-know-how etc.
Strategic Advantage Profile (SAP) is a summary statement which provides an overview of the advantages and disadvantages in key areas which affect future operations of the organization.
It is the systematic evaluation of strategic advantage which is significant for the business and its environment.
It involves analysis of internal strength and weakness along with opportunities and threats by focusing on complete study of functional areas like: marketing, production, finance, accounting, personnel, R&D.
This document discusses techniques for environmental forecasting. It describes both quantitative techniques like econometric analysis and trend extrapolation that use numerical data, as well as qualitative techniques like brainstorming, the Delphi method, strategic issue analysis, judgment models, and scenario development that do not rely on numerical data. The purpose of environmental forecasting is to help managers predict external forces that may impact their business so they can develop effective strategies to deal with future conditions.
This document discusses techniques for environmental forecasting. It describes both quantitative techniques like econometric analysis and trend extrapolation that use numerical data, as well as qualitative techniques like brainstorming, the Delphi method, strategic issue analysis, judgment models, and scenario development that do not rely on numerical data. The purpose of environmental forecasting is to help managers predict external forces that may impact their business so they can develop effective strategies to deal with future conditions.
The term strategy is derived from the Greek word “Strategos” means a plan or process or a set of decision rules or an arrangement to create a common thread.
It is the path or the way to achieve the goals of the organization or corporate.
It helps the manager proactively to direct or run the organization in a volatile environment.
It consists of WH questions.
Mintzberg has defined the strategy which consists of “5Ps” such as: plan, pattern, position, ploy and perspective.
A Plan “how to achieve the target”.
A Pattern “to take consistent actions over time”.
A Position “to be achieved by offering goods and services in particular market”.
A Ploy “how to beat the competitors by using tactics and tricks with proper allocation and utilization of resources”.
A Perspective “it is the vision of the organization what it want to be”.
Characteristics:
Strategy is concerned with to achieve the broad goals of the organization.
It establishes unique value proposition compared to its competitors.
It provides tailored value to its customers.
It clearly identifies and clarifies what not to do.
It empowers the organization to move towards its vision.
It creates environmental scanning to gain competitive advantage.
External environment is the environment outside of the organization which influences the business. It can broadly be categorised into two parts: Micro Environment & Macro Environment.
Micro Environment studies the small area of business or immediate periphery of the organization. It directly influence and regulate the business.
E.g.: customers, suppliers, creditors, vendors, competitors and local community.
Macro Environment: It studies overall business activity in a broad manner. It influences business on the basis of “PEST”: Political, Economic, Socio-cultural and Technology.
Political Factors consists of employment laws, tax policy, policies regarding trade & tariffs, environmental regulation and political stability.
Economic Factors consists of economic growth, interest rate, exchange rate and inflation rate.
Socio-Cultural Factors consists of health consciousness, population growth rate, age, career attitude, emphasis on safety etc.
Technological Factor consists of R & D activity, automation, technology incentives and change in technology.
Internal Environment is a component of the business environment, which is composed of various elements present inside the organization that can affect and be affected by the decision of the organization and its activities.
The internal environment of the organization consists of employees, management, owner, shareholders, investors and all other resources.
Factors influencing external environment are: value system, vision, structure, culture, human resource, physical resource, technical-know-how etc.
The internal environment environmental analysis generates long list of resources and capabilities which play vital role in strategy formulation.
It determines the strength and weakness of the organization.
- Research impact is the demonstrable contribution that research makes to society and the economy beyond academia. It represents an evidenced, measurable effect or change.
- Planning for impact involves identifying potential audiences who could benefit from the research, how to engage them, what benefits they might gain, and how any changes or impacts could be documented.
- An example case study from the University of Glasgow describes how social research on housing and regeneration influenced public health policies and practices through engagement with government and third sector groups.
This document discusses the importance of using forecasting methods that are "fit for purpose" rather than solely relying on "state-of-the-art" techniques, especially in rapidly developing environments like many cities in India. It notes that state-of-the-art models from Western countries may not account for the unique conditions and lack of stable historical data in developing areas. The author advocates for simpler, transparent methods that clearly explain assumptions and limitations. Overall forecasts should evaluate multiple scenarios instead of just base cases, and emphasize learning from past mistakes to improve future forecasts.
Dr. Ozcan Saritas presented on how foresight can help achieve the United Nations Sustainable Development Goals (SDGs). The SDGs present an ambitious vision for development by 2030 but implementing them will be complex due to their interconnections and unknown future challenges. Foresight uses systematic, participatory processes to gather future intelligence and build long-term visions that can inform present-day decisions and mobilize joint actions. It can help assess country contexts, set national and regional SDG targets and strategies, and monitor and evaluate progress over time by comparing foresight outcomes. Foresight outputs like visions, intelligence, and evidence-based guidelines can benefit stakeholders across government, business, science, education and society.
Policies, Institutions, and Markets: Stronger Evidence for Better DecisionsIFPRI-PIM
This document provides a progress report for the Research Program on Policies, Institutions, and Markets (PIM) from January 2013 through June 2014. It summarizes key events and research highlights from PIM's eight research flagships on topics including foresight modeling, science and technology policy, adoption of technologies, value chains, social protection, natural resources, gender, and capacity building. PIM conducts applied social science research to inform food and agricultural policies that benefit poor producers and consumers. It is led by the International Food Policy Research Institute and involves partnerships among 14 CGIAR research centers.
This document discusses a survey of over 350 Asian executives on technology adoption and corporate planning. Some key findings include:
1) For technology decisions, Asian firms consider input from multiple senior executives, especially the CEO and CIO, but the CEO ultimately makes most decisions. External stakeholders like customers and employees also influence technology choices.
2) New technologies are accelerating decision-making and requiring changes to how companies collaborate internally. Around half of respondents said technologies like mobility and analytics improve collaborative decisions and increase pressure to decide more quickly.
3) Technology adoption and business planning are now more closely aligned, with technologies allowing companies to better incorporate customer and other stakeholder views into planning. However, firms must overcome challenges like competing
The Center for Technology in Government (CTG) fosters public sector innovation, enhances capabilities, and supports good governance. CTG provides thought leadership in public sector innovation and solutions critical problems facing government agencies. CTG has developed tools like the Open Government Portfolio Public Value Assessment Tool to help agencies assess initiatives and the Eight Essential Elements of Social Media Policy to guide policy development. CTG also provides training, consultations, and hands-on support to help agencies implement innovations.
leewayhertz.com-Predicting the pulse of the market AI in trend analysis.pdfKristiLBurns
Trend analysis is a critical analytical methodology widely recognized for interpreting recognizable patterns within diverse datasets and is extensively applied across various sectors such as economics, finance, and marketing. It helps make informed decisions and facilitates accurate predictions, given its capability to methodically analyze the direction and magnitude of changes within data, providing an understanding of prevalent market dynamics.
1. The document discusses the impact of information and communication technologies (ICTs) on the strategic management of financial institutions.
2. It finds that ICTs have contributed significantly to improving operations and management across various departments in banks like marketing, customer service, and human resources.
3. Benefits of ICT implementation for banks included better online and offline customer support, increased sales volumes, and reduced queues in bank halls.
A Strategy Framework For the Risk Assessment And Mitigation For Large E-Gover...ijmvsc
Globally, e-Government has become an effective tool for civic transformation. In the recent years eGovernment development gained significant momentum despite the financial crisis that crippled the world economy. For most of the governments, the crisis was a wakeup call to become more transparent and efficient. In addition, there is a growing demand for governments to transform from traditional agency/department centric approach to “Citizen-Centric” approach. This transformation is expected to enhance the quality of life of citizens in terms of greater convenience in availing government services. Eventually this would result in higher levels of citizen satisfaction and improved trust in government. However, projects of such scale and complexity, faces numerous roadblocks which eventually hamper its potential to deliver the intended benefits to the citizens. The success of these programmes calls for strategic direction, policy making and greater coordination among multiple agencies, following a uniform approach in achieving the vision. This necessitates a strategic framework comprehensive enough to visualize and enable the leaders in addressing the potential roadblocks or resistance. This report presents the outcome of a research to define a strategic framework that models the opposing and propelling forces dormant during a project time. This would help the strategic decision makers to visualize each project as a whole and take quick decisions in the areas that need additional thrust, to ensure that the initiatives achieve the envisaged goals.
A Strategy Framework For the Risk Assessment And Mitigation For Large E-Gover...ijmvsc
Globally, e-Government has become an effective tool for civic transformation. In the recent years eGovernment development gained significant momentum despite the financial crisis that crippled the world economy. For most of the governments, the crisis was a wakeup call to become more transparent
and efficient. In addition, there is a growing demand for governments to transform from traditional agency/department centric approach to “Citizen-Centric” approach. This transformation is expected to enhance the quality of life of citizens in terms of greater convenience in availing government services. Eventually this would result in higher levels of citizen satisfaction and improved trust in government.
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
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Fast Future - The Future of Law Firms - ILTA Legal Technology Future Horizon...Rohit Talwar
The document summarizes key findings from a report on the future of law firms and the role of information technology. It finds that:
1) IT will transform every aspect of law firm operations and client services over the next decade, with a focus on enhancing client relationships, lawyer productivity, re-engineering processes, and driving innovation.
2) Emerging technologies like artificial intelligence, cloud computing, and mobile solutions will be widely adopted and change how legal work gets done.
3) For law firms to survive and grow, they will need to embrace IT and innovation, seeing the CIO's role evolve from managing systems to driving strategic change. Firms that do not invest in IT risk falling behind clients' and competitors
The study's accurate and thorough examination of the competitive landscape, which includes the fierce struggle among players, enables the organisations to develop their strategies appropriately and outperform their rivals
. Introduction to Corporate Strategy(CS))debajanipalai
The term strategy is derived from the Greek word “Strategos” means a plan or process or a set of decision rules or an arrangement to create a common thread.
It is the path or the way to achieve the goals of the organization or corporate.
It helps the manager proactively to direct or run the organization in a volatile environment.
It consists of WH questions.
Mintzberg has defined the strategy which consists of “5Ps” such as: plan, pattern, position, ploy and perspective.
A Plan “how to achieve the target”.
A Pattern “to take consistent actions over time”.
A Position “to be achieved by offering goods and services in particular market”.
A Ploy “how to beat the competitors by using tactics and tricks with proper allocation and utilization of resources”.
A Perspective “it is the vision of the organization what it want to be”.
Strategy is concerned with to achieve the broad goals of the organization.
It establishes unique value proposition compared to its competitors.
It provides tailored value to its customers.
It clearly identifies and clarifies what not to do.
It empowers the organization to move towards its vision.
It creates environmental scanning to gain competitive advantage.
External environment is the environment outside of the organization which influences the business. It can broadly be categorised into two parts: Micro Environment & Macro Environment.
Micro Environment studies the small area of business or immediate periphery of the organization. It directly influence and regulate the business.
E.g.: customers, suppliers, creditors, vendors, competitors and local community.
Macro Environment: It studies overall business activity in a broad manner. It influences business on the basis of “PEST”: Political, Economic, Socio-cultural and Technology.
Internal Environment is a component of the business environment, which is composed of various elements present inside the organization that can affect and be affected by the decision of the organization and its activities.
The internal environment of the organization consists of employees, management, owner, shareholders, investors and all other resources.
Factors influencing external environment are: value system, vision, structure, culture, human resource, physical resource, technical-know-how etc.
Strategic Advantage Profile (SAP) is a summary statement which provides an overview of the advantages and disadvantages in key areas which affect future operations of the organization.
It is the systematic evaluation of strategic advantage which is significant for the business and its environment.
It involves analysis of internal strength and weakness along with opportunities and threats by focusing on complete study of functional areas like: marketing, production, finance, accounting, personnel, R&D.
This document discusses techniques for environmental forecasting. It describes both quantitative techniques like econometric analysis and trend extrapolation that use numerical data, as well as qualitative techniques like brainstorming, the Delphi method, strategic issue analysis, judgment models, and scenario development that do not rely on numerical data. The purpose of environmental forecasting is to help managers predict external forces that may impact their business so they can develop effective strategies to deal with future conditions.
This document discusses techniques for environmental forecasting. It describes both quantitative techniques like econometric analysis and trend extrapolation that use numerical data, as well as qualitative techniques like brainstorming, the Delphi method, strategic issue analysis, judgment models, and scenario development that do not rely on numerical data. The purpose of environmental forecasting is to help managers predict external forces that may impact their business so they can develop effective strategies to deal with future conditions.
The term strategy is derived from the Greek word “Strategos” means a plan or process or a set of decision rules or an arrangement to create a common thread.
It is the path or the way to achieve the goals of the organization or corporate.
It helps the manager proactively to direct or run the organization in a volatile environment.
It consists of WH questions.
Mintzberg has defined the strategy which consists of “5Ps” such as: plan, pattern, position, ploy and perspective.
A Plan “how to achieve the target”.
A Pattern “to take consistent actions over time”.
A Position “to be achieved by offering goods and services in particular market”.
A Ploy “how to beat the competitors by using tactics and tricks with proper allocation and utilization of resources”.
A Perspective “it is the vision of the organization what it want to be”.
Characteristics:
Strategy is concerned with to achieve the broad goals of the organization.
It establishes unique value proposition compared to its competitors.
It provides tailored value to its customers.
It clearly identifies and clarifies what not to do.
It empowers the organization to move towards its vision.
It creates environmental scanning to gain competitive advantage.
External environment is the environment outside of the organization which influences the business. It can broadly be categorised into two parts: Micro Environment & Macro Environment.
Micro Environment studies the small area of business or immediate periphery of the organization. It directly influence and regulate the business.
E.g.: customers, suppliers, creditors, vendors, competitors and local community.
Macro Environment: It studies overall business activity in a broad manner. It influences business on the basis of “PEST”: Political, Economic, Socio-cultural and Technology.
Political Factors consists of employment laws, tax policy, policies regarding trade & tariffs, environmental regulation and political stability.
Economic Factors consists of economic growth, interest rate, exchange rate and inflation rate.
Socio-Cultural Factors consists of health consciousness, population growth rate, age, career attitude, emphasis on safety etc.
Technological Factor consists of R & D activity, automation, technology incentives and change in technology.
Internal Environment is a component of the business environment, which is composed of various elements present inside the organization that can affect and be affected by the decision of the organization and its activities.
The internal environment of the organization consists of employees, management, owner, shareholders, investors and all other resources.
Factors influencing external environment are: value system, vision, structure, culture, human resource, physical resource, technical-know-how etc.
The internal environment environmental analysis generates long list of resources and capabilities which play vital role in strategy formulation.
It determines the strength and weakness of the organization.
- Research impact is the demonstrable contribution that research makes to society and the economy beyond academia. It represents an evidenced, measurable effect or change.
- Planning for impact involves identifying potential audiences who could benefit from the research, how to engage them, what benefits they might gain, and how any changes or impacts could be documented.
- An example case study from the University of Glasgow describes how social research on housing and regeneration influenced public health policies and practices through engagement with government and third sector groups.
This document discusses the importance of using forecasting methods that are "fit for purpose" rather than solely relying on "state-of-the-art" techniques, especially in rapidly developing environments like many cities in India. It notes that state-of-the-art models from Western countries may not account for the unique conditions and lack of stable historical data in developing areas. The author advocates for simpler, transparent methods that clearly explain assumptions and limitations. Overall forecasts should evaluate multiple scenarios instead of just base cases, and emphasize learning from past mistakes to improve future forecasts.
Dr. Ozcan Saritas presented on how foresight can help achieve the United Nations Sustainable Development Goals (SDGs). The SDGs present an ambitious vision for development by 2030 but implementing them will be complex due to their interconnections and unknown future challenges. Foresight uses systematic, participatory processes to gather future intelligence and build long-term visions that can inform present-day decisions and mobilize joint actions. It can help assess country contexts, set national and regional SDG targets and strategies, and monitor and evaluate progress over time by comparing foresight outcomes. Foresight outputs like visions, intelligence, and evidence-based guidelines can benefit stakeholders across government, business, science, education and society.
Policies, Institutions, and Markets: Stronger Evidence for Better DecisionsIFPRI-PIM
This document provides a progress report for the Research Program on Policies, Institutions, and Markets (PIM) from January 2013 through June 2014. It summarizes key events and research highlights from PIM's eight research flagships on topics including foresight modeling, science and technology policy, adoption of technologies, value chains, social protection, natural resources, gender, and capacity building. PIM conducts applied social science research to inform food and agricultural policies that benefit poor producers and consumers. It is led by the International Food Policy Research Institute and involves partnerships among 14 CGIAR research centers.
This document discusses a survey of over 350 Asian executives on technology adoption and corporate planning. Some key findings include:
1) For technology decisions, Asian firms consider input from multiple senior executives, especially the CEO and CIO, but the CEO ultimately makes most decisions. External stakeholders like customers and employees also influence technology choices.
2) New technologies are accelerating decision-making and requiring changes to how companies collaborate internally. Around half of respondents said technologies like mobility and analytics improve collaborative decisions and increase pressure to decide more quickly.
3) Technology adoption and business planning are now more closely aligned, with technologies allowing companies to better incorporate customer and other stakeholder views into planning. However, firms must overcome challenges like competing
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3. Strategic foresight is a quantitative and qualitative discipline that empowers
individuals and organizations by improving their preparedness for the
various scenarios they may experience in the near and distant future.
This discipline enables practitioners to identify disruptive and transformative
forces that will influence future events, affording them systematic foresight
of possible, plausible, and probable futures, and ultimately allowing them to
select one preferred future to pursue strategically.
Strategic
Foresight
Why foresight matters
Collect inspiration from future trends to ideate new products,
services, policies, and business model ideas they can invest in today.
Identify future solutions to complex present-day challenges in order
to implement inventive and actionable policies.
Explore plausible future (five, 10, 20 years+) business scenarios they
may operate in and identify feasible courses of action for success in
these future environments.
Organizations engage with Quantumrun Foresight to:
Research the technologies and startups/partners necessary to build and
launch a future business idea or a future vision for their market or business.
Collect market intelligence about emerging trends happening in industries
outside their area of expertise that may directly or indirectly impact their
operations.
Establish early warning systems to prepare for market disruptions.
03 Q U A N T U M R U N F O R E S I G H T
4. Methodology
Quantumrun Foresight’s international team of analysts monitors and
reviews news, journals and research reports from a wide range of
industries. We regularly interview and survey our large network of experts
to gather on-the-ground observations from their particular fields. After
integrating and assessing these insights on the Quantumrun Foresight
Platform, we then make informed, multidisciplinary, and comprehensive
forecasts about future trends and scenarios.
04 Q U A N T U M R U N F O R E S I G H T
5. S TA G E D E S C R I P T I O N
Framing Scope the project: Purpose, objectives, stakeholders, timelines, budget, deliverables; assess current state vs preferred future state.
Scenario
building
(Optional) For organizations interested in exploring new products, services, policy ideas, or business models that require multi-year planning
and investments, Quantumrun encourages a process called scenario modeling. This method involves in-depth analysis and exploration of
different market environments that may emerge over the coming five, 10, 20 years or longer. Understanding these future scenarios can provide
organizations with greater confidence when planning strategic long-term investments. This stage is facilitated by the Quantumrun Foresight
Platform.
Scanning Collect information: Assess data collection strategy, isolate data collection mediums and sources, then collect relevant historical, contextual, and
predictive data that applies directly and indirectly to the foresight project. This stage may be influenced by the scenario-building process. This
stage is also facilitated by the Quantumrun Foresight Platform.
Trend
Synthesis
By analyzing the insights identified from the scenario modeling and trend scanning steps, we proceed to look for patterns—the goal being
to isolate and rank drivers (macro and micro) and trends by importance and uncertainty—that can guide the rest of the project. This stage is
facilitated by the Quantumrun Foresight Platform.
Constraints Understand the constraints all future scenarios and research must operate in, such as: budgets, timelines, legislation, environment, culture,
stakeholders, human resources, organization, geopolitics, etc. The goal is to narrow the project’s focus to those scenarios, trends, and insights
that can offer clients the most value. This stage is facilitated by the Quantumrun Foresight Platform.
Option
generation
Carefully evaluate the research to identify opportunities or potential threats the organization may face, and prioritize potential strategy options
that require further analysis and development. This stage is facilitated by the Quantumrun Foresight Platform.
Ideation Choose a preferred future: Prioritize the opportunities to pursue and threats to avoid. Identify potential products, services, policy ideas, and
business models to invest in. This stage is facilitated by the Quantumrun Foresight Platform.
Management
consulting
For the product or strategy being pursued: Research its potential market viability, market size, competitors, strategic partners or acquisition
targets, technologies to buy or develop, etc.
Action Implement the plan: Develop action agendas, institutionalize strategic thinking and intelligence systems, assign projects and deliverables, and
communicate the results.
05 Q U A N T U M R U N F O R E S I G H T
The methodology Quantumrun applies to projects is always customized to the needs, budget, and timelines of our clients.
However, this table offers an overview of our standardized process.
6. Disruption
radar
Macro drivers, signals, and trends are the raw materials
strategic foresight professionals use to construct
compelling visions of the future that can help inspire
present-day actions.
Technology
Geopolitics
Environment
Culture
Macro Drivers
Weak Signals
Economy
Demographics
Government
Infrastructure
Strong Signals
Trends
06 Q U A N T U M R U N F O R E S I G H T
7. Macro drivers
(Disruption radar)
Quantumrun Foresight focuses on eight macro drivers
that can impact business, government, and society.
Sometimes called megatrends or macro forces, these
macro drivers were inspired by the STEEPLED framework
common within the strategic foresight community, but
were adapted to Quantumrun’s consultancy methods and
real-world client considerations.
These drivers can have positive, neutral, or negative
effects and are influenced by major sources of change.
When considering the future of any topic, it is important
to consider each potential area of disruption and take
into account the diverse set of drivers from these macro
influences to guide research and analysis.
Strong Signals
Trends
Weak Signals
Technology
Geopolitics
Environment
Culture
Macro Drivers
Economy
Demographics
Government
Infrastructure
07 Q U A N T U M R U N F O R E S I G H T
8. Eight macro
drivers
C U LT U R E
Culture refers to the shared beliefs, values, customs,
behaviors, and artifacts that characterize a group or society. It
encompasses the art, music, literature, and other intellectual
and creative achievements of a society, as well as how people
understand and interact with the world around them, shaping
their experiences, behaviors, and perceptions. Culture can vary
widely between different societies and can change over time
within a society. In modern times, media and communications
technologies play an outsized role in how society communicates,
learns, and accesses information.
D E M O G R A P H I C S
Demographics refer to the statistical characteristics of a
population, such as age, gender, income, education level, race,
and ethnicity. Businesses, governments, and other organizations
use demographics to study and understand the makeup and
trends of a population, including birth/death rates, migration, and
health metrics, to forecast future needs and develop strategies.
T E C H N O LO GY
Technology refers to the tools, machines, systems, and
processes used to achieve specific goals or tasks. It is constantly
evolving as innovations are developed and can be applied to
improve efficiency, solve problems, and enhance communication
and other aspects of daily life. However, technologies of all kinds
can result in negative outcomes if used improperly or without
adequate consideration of potential consequences.
08 Q U A N T U M R U N F O R E S I G H T
9. 09 Q U A N T U M R U N F O R E S I G H T
E N V I R O N M E N T
The environment refers to the natural world and the physical,
chemical, and biological factors that affect an organism or
ecosystem. It includes all living and non-living things and their
interactions within an ecosystem, as well as the air, water, and
soil that support life. The environment plays a critical role in
supporting and sustaining life on Earth and is subject to change
due to natural and human influences.
G O V E R N M E N T
Government refers to the political system, laws, and institutions
that regulate and govern a society or country. It includes the
executive, legislative, and judicial branches of government,
as well as local and regional governments and their various
agencies and departments. Depending on the form of
government, these institutions may vary in their approach to
creating and enforcing laws, providing public services, protecting
citizens, and representing the rights and interests of the people.
G E O P O L I T I C S
Geopolitics is the study of how geography and politics interact to
shape international relations and global events. It encompasses
the political, economic, military, and cultural factors that influence
the relationships between countries and other actors on the
global stage. Geopolitics takes into account the physical
features of a region, such as its natural resources, transportation
networks, and strategic locations, as well as the political and
economic systems, ideologies, and cultural values of the
countries and peoples within the region.
I N F R A S T R U C T U R E
Infrastructure refers to the basic systems, structures, and
facilities that are necessary for the functioning of a society or
organization. It includes transportation networks, communication
systems, healthcare networks, water and sewage systems,
energy and power grids, and other physical structures and
services that support the daily lives of people and the operation
of businesses and other organizations.
E C O N O M Y
The economy is a system of macroeconomic and
microeconomic factors by which a society or region organizes
the production, distribution, and consumption of goods and
services, and the creation and use of money to facilitate these
exchanges. The economy is a major factor in a society’s overall
well-being and can influence the standard of living and quality of
life of its citizens.
10. Signals
(Disruption radar)
Trend scanning. Horizon scanning. Environmental
scanning. Signal collection. This foresight activity goes by
many names. But whatever you call it, it is foundational to
any innovation project.
The activity involves monitoring public information
sources—including news publishers, industry journals,
scientific papers, corporate newsrooms, subject matter
expert blogs, etc.—to collect insights hinting at emerging
trends that may reveal potential business opportunities or
risks worth investigating.
Weak Signals
Strong Signals
Trends
10 Q U A N T U M R U N F O R E S I G H T
Technology
Geopolitics
Environment
Culture
Macro Drivers
Economy
Demographics
Government
Infrastructure
11. Weak signals refer to early indicators of potential changes or
developments that may have an impact in the future. These may include:
• New products or services entering a noncompetitive market, or evidence
of existing things becoming obsolete or novel things emerging.
• Recently uncovered problems or current situations that do not directly
affect a specific business, but could potentially have an impact in the
future.
• Small innovations or technological advancements that have the potential
to grow and mature.
Strong signals refer to more established and significant indicators of
potential changes or developments that are likely to have a greater impact.
These may include:
• New products or services entering a competitive market, and factors
that challenge current paradigms, beliefs or assumptions, and have the
potential to grow or mature quickly.
• Early warning indicators that provide a clear indication of a potential
change or development on the horizon.
• Significant innovations or technological advancements that are maturing.
11 Q U A N T U M R U N F O R E S I G H T
12. Trends
(Disruption radar)
Within the strategic foresight field, trends refer to patterns
or directions of change that occur over time in a particular
field or industry. These trends can be observed in various
aspects of society, including technology, economics,
politics, demographics, culture, and the environment.
Trends can be positive, negative, or neutral in nature
and can have varying degrees of impact on a society or
organization.
Identifying trends through the analysis of macro drivers
and signals helps professionals to anticipate and prepare
for potential future developments and to make informed
decisions about long-term plans and strategies.
Strong Signals
Weak Signals
Trends
12 Q U A N T U M R U N F O R E S I G H T
Technology
Geopolitics
Environment
Culture
Macro Drivers
Economy
Demographics
Government
Infrastructure
13. Futures
cone
The futures cone is a visual tool used in strategic foresight to
help organizations understand and plan for the range of possible
futures they may encounter and make informed decisions based
on their level of risk tolerance and strategic goals.
This graphic highlights the concept of uncertainty, which refers
to the inherent unpredictability of the future and the range of
possible outcomes that could result from different combinations
of factors and events. (The tool is also used to illustrate the utility
of scenario modeling, to be described next.)
The futures cone is typically depicted as a pyramid, with
the tip representing a more certain outcome and the base
representing a greater level of uncertainty. Looking at the base,
the low-uncertainty (probable) section represents relatively
certain futures that are likely to occur based on current trends
and knowledge. The medium-uncertainty section represents
uncertain futures that are still plausible based on existing trends
and potential disruptions. The outer ring represents the high-
uncertainty futures that are less likely to occur but still possible
given extreme or unforeseen events. Finally, the preferable
section represents the future state the client can work toward
with foresight-influenced strategic planning.
P O T E N T I A L F U T U R E S
Certainty
Potential
Potential
12 - 24 months
Tactical
2-5 years
Strategic Planning
5-10 years
Vision
10+ years
Evolution & Disruption
Today
Uncertainty
Plausible
Probable
Preferable
Hype
Orthodoxy
Useful
Disruption
13 Q U A N T U M R U N F O R E S I G H T
14. Scenario
modeling
process
For organizations looking to address complex policy/legislation challenges or to explore new products,
services, and business models that require multi-year planning and investments, Quantumrun Foresight
encourages a process called “scenario modeling.”
Borrowing from the concepts communicated in the futures cone, this method involves an in-depth
analysis and exploration of different market environments that may emerge over the coming five, 10, 20
years, or longer. Understanding these future scenarios can provide organizations with greater confidence
when planning strategic long-term investments.
The scenario modeling process usually involves multidisciplinary teams of both Quantumrun and client
employees and follows this standardized approach:
DESCRIPTION
OUTPUT
LEAD
STAGE Focal issue
Identify core
business issue/
topic
Product plan
Client
Disruption radar
Identify relevant
macro drivers,
signals, and
trends
Structured data
Quantumrun
Prioritization
Rank disruption
radar factors by
importance and
uncertainty
Ranked data
QF + client
Scenario
logics
Select factors to
prioritize; Number
of scenarios to
build
Prioritized data
QF + client
Scenario
elaboration
Build scenarios
that are
plausible, distinct,
consistent,
challenging, have
utility
Reports, narratives,
infographics,
prototypes
Quantumrun
Implications
Harvest
scenarios to
identify business
opportunities,
challenges, new
directions
Reports,
presentations
QF + client
Action
Develop
strategies, assign
projects and
deliverables
Action plan
QF + client
14 Q U A N T U M R U N F O R E S I G H T
15. Quantumrun
Foresight Platform
The Quantumrun Foresight Platform allows organizations to convert industry
trends into practical insights. Invest in a foresight platform that lets your
team outsource trend research, automate market analysis, and generate
new business/policy ideas.
Common client types
Quantumrun’s foresight platform is most often used by Strategy, Innovation,
Product Development, Investor Research, and Consumer Insights
departments that are new to foresight and looking for a tool to coordinate
their trend-research activities.
Value proposition
• Supplement or delegate trend-specific research activities to reduce costs
and admin time.
• Receive customized research daily, freeing worker time for higher-value
tasks/projects.
• Access easy-to-use visualization tools to discover new trend insights
and share your findings with other departments and management
stakeholders.
• Reduce risk from outside disruption and lost revenue from missed market
opportunities.
Quantumrun and the platform
Most clients new to foresight engage with Quantumrun first through its foresight
platform. Then, once clients are ready or have the budget to explore more
in-depth foresight services, they are introduced to Quantumrun’s traditional
consulting offerings.
15 Q U A N T U M R U N F O R E S I G H T
16. 16 Q U A N T U M R U N F O R E S I G H T
Platform trend
visualization features
S T R AT E GY P L A N N E R
Designed for strategy prioritization projects.
S W O T & V U C A
Designed to integrate trend research into traditional
management frameworks.
17. 17 Q U A N T U M R U N F O R E S I G H T
Platform trend
visualization features
T R E N D R A D A R
Designed to filter and segment trend research for scenario
modeling exercises.
I D E AT I O N E N G I N E
Designed for brainstorming new products, services, policies,
and business models.
18. Advisory services
B U S I N E S S I D E AT I O N
Apply trends research to develop ideas for new products, services,
policy ideas, or business models.
S C E N A R I O M O D E L I N G
Apply scenario modeling to understand future market environments
and execute multi-year planning and investments with confidence.
P O L I C Y F O R E S I G H T
Generate future-proof policy ideas and legislation to support
government services and political campaigns.
I N T E R N A L F O R E S I G H T D E PA R T M E N T
Build a best-in-class foresight department within your organization
to guide innovation initiatives.
F O R E S I G H T R E S E A R C H S U P P O R T
Receive daily, monthly or quarterly trend reports tailored to your
team’s research priorities.
Apply strategic foresight inside your organization with confidence. Our Account Managers will guide your team
through our list of services to help you achieve innovative business outcomes.
T R E N D S C A N N I N G
Outsource signal scanning, identify trends earlier, proactively prepare for
and thrive in future market environments.
F U T U R E S C O N T E N T PA R T N E R S H I P S
Collaborate with our editorial team to produce forward-
thinking branded
content for your corporate blogs, newsletters, and promotional campaigns.
K E Y N O T E S & W O R K S H O P S
Our global network of foresight speakers and instructors can train your
employees to discover and capitalize on disruptive industry trends.
M A R K E T R E S E A R C H I N T E G R AT I O N
Combine Quantumrun’s foresight insights with external market research
services to integrate perspectives from a large and customizable pool of
subject matter experts.
18 Q U A N T U M R U N F O R E S I G H T
19. About
Quantumrun
Foresight
Quantumrun Foresight is a consulting and software firm that
uses long-range strategic foresight to help corporations and
government agencies thrive from future trends.
Since 2010, our foresight work has guided strategy,
innovation, and R&D teams to stay ahead of disruptive market
shifts, as well as generate innovative product, service, policy,
and business model offerings.
Contact us
18 Lower Jarvis, Suite 20023, Market PO,
Toronto, Ontario, M5E-
0B1, Canada.
Contact@Quantumrun.com
19 Q U A N T U M R U N F O R E S I G H T
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www.quantumrun.com/consulting