Scenario Planning Strategy Creation 1st Meeting
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This document outlines an agenda for a scenario planning project between Company X and Oxford Brookes University. The project will involve creative brainstorming sessions over two days to envision plausible futures for Company X's business units over the next 10 years. Participants will generate ideas on post-it notes and categorize them based on their potential impact and unpredictability to develop a few distinct scenarios around key drivers. The scenarios will aim to identify opportunities and threats to inform Company X's strategy and gain competitive advantages.
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Section 3Story[Stories] are the currency of human contac.docx
Section 3
Story
[Stories] are the currency of human contact.
—Robert McKee,
author of Story: Substance, Structure, Style, and the
Principles of Screenwriting
H5981.indb 61H5981.indb 61 7/16/12 9:05 AM7/16/12 9:05 AMDo
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This document is authorized for educator review use only by Lisa Victoravich, University of Denver until October 2017. Copying or
posting is an infringement of copyright. [email protected] or 617.783.7860
H5981.indb 62H5981.indb 62 7/16/12 9:05 AM7/16/12 9:05 AMDo
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P
os
t
This document is authorized for educator review use only by Lisa Victoravich, University of Denver until October 2017. Copying or
posting is an infringement of copyright. [email protected] or 617.783.7860
6363
Apply Storytelling
Principles
Stories have the power to win customers, align col-
leagues, and motivate employees. They’re the most com-
pelling platform we have for managing imaginations.
Those who master this art form can gain great infl uence
and an enduring legacy.
If you use stories in your presentation, the audience
can recall what they’ve learned from you and even spread
the word. Just as the plot of a compelling play, movie, or
novel makes a writer’s themes more vivid and memora-
ble, well-crafted stories can give your message real stay-
ing power, for two key reasons:
• Stories feature transformation: When people hear
a story, they root for the protagonist as she over-
comes obstacles and emerges changed in some
important way (perhaps a new outlook helps her
complete a diffi cult physical journey). It’s doubly
powerful to incorporate stories that demonstrate
how others have adopted the same beliefs and
H5981.indb 63H5981.indb 63 7/16/12 9:05 AM7/16/12 9:05 AMDo
N
ot
Co
py
or
P
os
t
This document is authorized for educator review use only by Lisa Victoravich, University of Denver until October 2017. Copying or
posting is an infringement of copyright. [email protected] or 617.783.7860
Story
64
behaviors you’re proposing—that is, show others
going through a similar transformation that your
audience will go through. This will help you get
people to cross over from their everyday world into
the world of your ideas—and come back to their
world transformed, with new insights and tools
from your presentation.
• Stories have a clear structure: All effective stories
adhere to the same basic three-part structure that
Aristotle pointed out ages ago: They have a begin-
ning, a middle, and an end. It makes them easy
to digest and retell—and it’s how audiences have
been conditioned for centuries to receive informa-
tion. Make sure your presentation—and any story
you tell within it—has all three parts, with clear
transitions between them.
In this section of the guide, you’ll learn how to use
storytelling principles to structure your presentation and
incorporate anecdotes that add emotional appeal.
.
Section 3Story[Stories] are the currency of human contac.docx
Section 3
Story
[Stories] are the currency of human contact.
—Robert McKee,
author of Story: Substance, Structure, Style, and the
Principles of Screenwriting
H5981.indb 61H5981.indb 61 7/16/12 9:05 AM7/16/12 9:05 AMDo
N
ot
Co
py
or
P
os
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This document is authorized for educator review use only by Lisa Victoravich, University of Denver until October 2017. Copying or
posting is an infringement of copyright. [email protected] or 617.783.7860
H5981.indb 62H5981.indb 62 7/16/12 9:05 AM7/16/12 9:05 AMDo
N
ot
Co
py
or
P
os
t
This document is authorized for educator review use only by Lisa Victoravich, University of Denver until October 2017. Copying or
posting is an infringement of copyright. [email protected] or 617.783.7860
6363
Apply Storytelling
Principles
Stories have the power to win customers, align col-
leagues, and motivate employees. They’re the most com-
pelling platform we have for managing imaginations.
Those who master this art form can gain great infl uence
and an enduring legacy.
If you use stories in your presentation, the audience
can recall what they’ve learned from you and even spread
the word. Just as the plot of a compelling play, movie, or
novel makes a writer’s themes more vivid and memora-
ble, well-crafted stories can give your message real stay-
ing power, for two key reasons:
• Stories feature transformation: When people hear
a story, they root for the protagonist as she over-
comes obstacles and emerges changed in some
important way (perhaps a new outlook helps her
complete a diffi cult physical journey). It’s doubly
powerful to incorporate stories that demonstrate
how others have adopted the same beliefs and
H5981.indb 63H5981.indb 63 7/16/12 9:05 AM7/16/12 9:05 AMDo
N
ot
Co
py
or
P
os
t
This document is authorized for educator review use only by Lisa Victoravich, University of Denver until October 2017. Copying or
posting is an infringement of copyright. [email protected] or 617.783.7860
Story
64
behaviors you’re proposing—that is, show others
going through a similar transformation that your
audience will go through. This will help you get
people to cross over from their everyday world into
the world of your ideas—and come back to their
world transformed, with new insights and tools
from your presentation.
• Stories have a clear structure: All effective stories
adhere to the same basic three-part structure that
Aristotle pointed out ages ago: They have a begin-
ning, a middle, and an end. It makes them easy
to digest and retell—and it’s how audiences have
been conditioned for centuries to receive informa-
tion. Make sure your presentation—and any story
you tell within it—has all three parts, with clear
transitions between them.
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storytelling principles to structure your presentation and
incorporate anecdotes that add emotional appeal.
.
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Scenario planning is a tool used to analyze possible future situations in a creative way. It involves identifying key drivers that influence a system, analyzing the relationships and uncertainties around those drivers, and developing narratives for different potential scenarios based on variations in the drivers. The process outlined in the document describes identifying stakeholders, developing a "rich picture" of the current context, determining key drivers and their impacts, creating a scenario matrix with different driver combinations, and writing narratives for each scenario. The overall goal is to help organizations and communities prepare for an uncertain future and test the resilience of their plans and assumptions.
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- A schedule for the scenario planning session, including an introduction, group work analyzing an UPS case study, and group presentations.
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Similar to Scenario Planning Strategy Creation 1st Meeting
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The document discusses tools used for forecasting the future, including trend analysis, the Delphi method, and scenario planning. It then provides an overview of scenario planning and describes how to develop scenarios around a focal issue and critical uncertainties. Examples of professional forecasting products are also presented, such as the Horizon Report and Map of Future Forces, which analyze trends to predict emerging technologies.
Section 3Story[Stories] are the currency of human contac.docx
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[Stories] are the currency of human contact.
—Robert McKee,
author of Story: Substance, Structure, Style, and the
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H5981.indb 61H5981.indb 61 7/16/12 9:05 AM7/16/12 9:05 AMDo
N
ot
Co
py
or
P
os
t
This document is authorized for educator review use only by Lisa Victoravich, University of Denver until October 2017. Copying or
posting is an infringement of copyright. [email protected] or 617.783.7860
H5981.indb 62H5981.indb 62 7/16/12 9:05 AM7/16/12 9:05 AMDo
N
ot
Co
py
or
P
os
t
This document is authorized for educator review use only by Lisa Victoravich, University of Denver until October 2017. Copying or
posting is an infringement of copyright. [email protected] or 617.783.7860
6363
Apply Storytelling
Principles
Stories have the power to win customers, align col-
leagues, and motivate employees. They’re the most com-
pelling platform we have for managing imaginations.
Those who master this art form can gain great infl uence
and an enduring legacy.
If you use stories in your presentation, the audience
can recall what they’ve learned from you and even spread
the word. Just as the plot of a compelling play, movie, or
novel makes a writer’s themes more vivid and memora-
ble, well-crafted stories can give your message real stay-
ing power, for two key reasons:
• Stories feature transformation: When people hear
a story, they root for the protagonist as she over-
comes obstacles and emerges changed in some
important way (perhaps a new outlook helps her
complete a diffi cult physical journey). It’s doubly
powerful to incorporate stories that demonstrate
how others have adopted the same beliefs and
H5981.indb 63H5981.indb 63 7/16/12 9:05 AM7/16/12 9:05 AMDo
N
ot
Co
py
or
P
os
t
This document is authorized for educator review use only by Lisa Victoravich, University of Denver until October 2017. Copying or
posting is an infringement of copyright. [email protected] or 617.783.7860
Story
64
behaviors you’re proposing—that is, show others
going through a similar transformation that your
audience will go through. This will help you get
people to cross over from their everyday world into
the world of your ideas—and come back to their
world transformed, with new insights and tools
from your presentation.
• Stories have a clear structure: All effective stories
adhere to the same basic three-part structure that
Aristotle pointed out ages ago: They have a begin-
ning, a middle, and an end. It makes them easy
to digest and retell—and it’s how audiences have
been conditioned for centuries to receive informa-
tion. Make sure your presentation—and any story
you tell within it—has all three parts, with clear
transitions between them.
In this section of the guide, you’ll learn how to use
storytelling principles to structure your presentation and
incorporate anecdotes that add emotional appeal.
.
Section 3Story[Stories] are the currency of human contac.docx
Section 3
Story
[Stories] are the currency of human contact.
—Robert McKee,
author of Story: Substance, Structure, Style, and the
Principles of Screenwriting
H5981.indb 61H5981.indb 61 7/16/12 9:05 AM7/16/12 9:05 AMDo
N
ot
Co
py
or
P
os
t
This document is authorized for educator review use only by Lisa Victoravich, University of Denver until October 2017. Copying or
posting is an infringement of copyright. [email protected] or 617.783.7860
H5981.indb 62H5981.indb 62 7/16/12 9:05 AM7/16/12 9:05 AMDo
N
ot
Co
py
or
P
os
t
This document is authorized for educator review use only by Lisa Victoravich, University of Denver until October 2017. Copying or
posting is an infringement of copyright. [email protected] or 617.783.7860
6363
Apply Storytelling
Principles
Stories have the power to win customers, align col-
leagues, and motivate employees. They’re the most com-
pelling platform we have for managing imaginations.
Those who master this art form can gain great infl uence
and an enduring legacy.
If you use stories in your presentation, the audience
can recall what they’ve learned from you and even spread
the word. Just as the plot of a compelling play, movie, or
novel makes a writer’s themes more vivid and memora-
ble, well-crafted stories can give your message real stay-
ing power, for two key reasons:
• Stories feature transformation: When people hear
a story, they root for the protagonist as she over-
comes obstacles and emerges changed in some
important way (perhaps a new outlook helps her
complete a diffi cult physical journey). It’s doubly
powerful to incorporate stories that demonstrate
how others have adopted the same beliefs and
H5981.indb 63H5981.indb 63 7/16/12 9:05 AM7/16/12 9:05 AMDo
N
ot
Co
py
or
P
os
t
This document is authorized for educator review use only by Lisa Victoravich, University of Denver until October 2017. Copying or
posting is an infringement of copyright. [email protected] or 617.783.7860
Story
64
behaviors you’re proposing—that is, show others
going through a similar transformation that your
audience will go through. This will help you get
people to cross over from their everyday world into
the world of your ideas—and come back to their
world transformed, with new insights and tools
from your presentation.
• Stories have a clear structure: All effective stories
adhere to the same basic three-part structure that
Aristotle pointed out ages ago: They have a begin-
ning, a middle, and an end. It makes them easy
to digest and retell—and it’s how audiences have
been conditioned for centuries to receive informa-
tion. Make sure your presentation—and any story
you tell within it—has all three parts, with clear
transitions between them.
In this section of the guide, you’ll learn how to use
storytelling principles to structure your presentation and
incorporate anecdotes that add emotional appeal.
.
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Nur Imroatun Sholihat discusses the importance of data storytelling. She explains that data storytelling bridges technical data and human communication by gathering data, extracting insights, and translating those insights into a story. This allows insights to be communicated in an understandable way. She provides tips for writing a data story, including having a purpose, relating to the audience, aiming for emotion, creating an interesting plot that includes conflict and resolution, and using titles and introductions to hook the reader. She also outlines six key lessons of data storytelling: understand the context, choose an appropriate visual, eliminate clutter, focus attention, think like a designer, and tell a story.
Lopec 2014
This document provides a conceptual framework for evaluating innovations and their potential for commercial success. It discusses how innovations progress through different phases, from invention to valuable creation. Rare innovations are uniquely useful and valuable, while modifications and novelties have less value. The framework also examines an organization's visibility and control in the market. Few organizations can sustain external focus and long-term cooperative development. The document warns against assumptions and mental maps that could lead to inaccurate forecasts, and emphasizes considering dependencies, precedents and how markets and technologies may change over time.
PD-magasin 15:16 supercompressed
This document provides details about Project Destination, including:
- Project Destination is a student-led project that organizes events connecting students at KTH to international career opportunities. It includes company events and a field trip abroad.
- This year's team organized 14 events partnering with 10 companies and over 1,170 students participated. They took a field trip to Hong Kong and San Francisco to visit companies like H&M, NASA, Google and inspire students about international careers.
- The document shares the story of Annsofie Andersson and her international career progression at Atlas Copco, including relocating to France for a short term assignment, and encourages students to pursue international opportunities.
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This document proposes developing a theory of "Noonomy" to measure and account for intangible resources and production, especially of "mental objects."
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The document argues modern production increasingly transforms immaterial resources and outputs immaterial objects, so planning needs a theory of quantifying and accounting for these. It explores how to measure intangible products and resources by attributes like price and labor, and defines services as specialized productive functions rather than a catch-all category. Specialization and cooperation of skilled labor are key to int
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The simulated strategy yields annual returns more than twice that of the buy-and-hold strategy, with a Sharpe ratio four times as large. This application of big data ideas to return predictability serves to shift the sentiment associated with market timing.
Melding machine learning and participatory foresight
Describes a participatory process to help experts teach an algorithm to forecast possible futures for jobs and skills in the USA and the UK. Began with scanning data and asked participants to locate those emerging changes onto a map of a generic city and discuss the various impacts. This was followed by scoring how those changes would affect increase or decrease of certain jobs and skills in future labour markets; the scores were input into the algorithm to teach it. The process was iterative.
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This document provides an excerpt from slides for a 2-3 day professional training on design thinking and innovation management. The slides cover the basics of design thinking, including its origins and nature, how it is portrayed in the media, and how it relates to strategic thinking. Design thinking is presented as a way to take an outside-in perspective focused on customer needs and experiences to drive value creation and innovation. The training is intended to help participants better understand design thinking and apply it to innovating without unrealistic expectations. The facilitator also provides strategy advisory and training on other topics beyond design thinking.
PSFK + Architizer: Building Tomorrow
Download Buildling Tomorrow: www.psfk.com/report/building-tomorrow
PSFK Labs partnered with Architizer to launch Building Tomorrow: Trends Driving the Future of Design. This report provides an overview of future trends in architecture, as well as the societal forces moving them forward drawn from an analysis of Architizer’s global library of innovative designs and PSFK’s expertise in industries like travel, retail, and home living.
It is important to note, this report is not necessarily a study in architecture: it is a guide for any creative professional who is building today – whether that in the physical, media or digital landscape. The themes highlighted within Building Tomorrow can be used to inspire the cities of tomorrow, but the trends can be leveraged to build the next generation of products, services and experiences.
The report includes:
- 3 global drivers impacting design
- 9 Key Trends building tomorrow
- Implications for Retail, Product, and Digital Experience
- Perspectives from industry experts
- 4 Pillars for Creating Experiences
If you are interested in seeing a presentation of this report or would like to understand how PSFK can help your team ideate new possibilities for your brand, contact us at sales@psfk.com
Ver. 2 | Published September 2015
All rights reserved. No parts of this publication may be reproduced without the written permission of PSFK Labs.
Cgy it decisions june 2011
SAMI Consulting provides scenario planning and strategic consulting services to help clients make robust decisions in uncertain times. They have a team of experienced consultants and specialists in fields such as futures thinking, complexity theory, and strategic planning. The document discusses challenges in strategic planning and futures thinking, including unintended consequences, timing, sources of innovation, and more. It emphasizes considering a wide range of possible futures and being wary of assumptions.
IxDA Interaction19 Seattle - Envisioning Our Demise to Prevent Our Extinction...
Anthony D. Paul manages a team of futurists at GE Transportation's Innovation Lab. He shares four techniques for defining and aligning visions across organizations: (1) use contrasting stories of current problems versus future solutions, (2) design for stressful scenarios, (3) build on research and conversations to develop collective visions, and (4) map dependencies to prioritize work. The goal is to anticipate challenges, survive disruptions, and drive progress towards a shared future.
The good bad and ugly collaborative western
The document presents scenarios for how incumbent companies could respond to the rise of the collaborative economy. It outlines five strategies for traditional companies: 1) defend their existing business model through lobbying; 2) adopt collaborative business practices; 3) acquire collaborative startups; 4) partner with startups; and 5) develop new services to support collaboration. It also discusses three strategies for digital giants: 1) deploy their own collaborative platforms; 2) leverage their existing position to become dominant platforms; and 3) enable the collaborative economy through new services. The scenarios are inspired by theorists on the collaborative economy and presented as a "co-business western" in the style of the Clint Eastwood film.
Scenario Planning 1Scenario PlanningThinking the Unth.docx
Scenario Planning 1
Scenario Planning
“Thinking the Unthinkable”
© 2009 ~ Mark Polczynski
All rights reserved
Scenario Planning 2
In preparing for battle, I have always
found that plans are useless
but planning is indispensable.
Dwight D. Eisenhower
I love it when a plan comes together!
Hannibal
Scenario Planning 3
Scenario
Planning
Intellectual
Property
Generation
Technology
Roadmapping
Voice
of the
Customer
New
Concept
Ideation
Scenario Planning:
Scenario planning provides a contextual basis for the four primary
elements of strategic technology management.
To do scenario planning,
we need to understand
the art of
“scenario thinking”
Scenario Planning 4
Scenarios are imaginative pictures of potential futures,
but the future they picture is just a means to an end.
These conversations …
are designed to help a group of people see past their own blind spots.
From: Doing Scenarios, by Art Kleiner (1999) - http://wholeearthmag.com/
http://wholeearth.com/issue/2096/article/74/doing.scenarios
Scenario Planning 5
Herman Kahn developed scenarios to see past the cultural blind spot that
thermonuclear war must never happen.
What if it did happen? asked Kahn. What sort of world might the
survivors face?
From: Doing Scenarios, by Art Kleiner (1999)
One critic coined the phrase "thinking
the unthinkable".
But Kahn embraced the phrase.
Thinking the unthinkable, he argued, is
the only way to keep one's
strategic vision from getting stale.
Scenario Planning 6
From: My Life Sucks, by Mark Polczynski (2009)
• Two biggest contributors to technology development failure:
• Under-resourcing (no project left behind).
• Self-delusion (build it and they will come).
• Scenario building can reduce both problems:
• Alerts you to the magnitude of problems and uncertainty of the
environment you are working into.
• Enables you to develop a strategy that optimizes chances of success
under all possible scenarios.
Scenario Planning 7
Goal of scenario thinking:
1. Envision “alternate extreme futures” (worst/best case),
2. Create a strategy that works for all extreme futures.
These are the
scenarios
Don’t pick one
and limit to this!
Scenario Planning 8
Back to Art Kleiner –
• The practice of constructing stories of the future has no single method and
dozens of techniques.
• Science fiction writers have been very effective in exploring future utopias
and dystopias.
Scenario Planning 9
Kees van der Heijden has identified several general types:
• Project-specific scenarios - What's the best way to beat a rival, or
clean a polluted river?
• Crisis scenarios - How can local, independent bookstores survive in
the face of Amazon.com?
• Exploration/consensus-building scenarios - What are the possible
futures for Colombia as a nation? How can we build democratic
institutions in South Africa? How can American elections become
free of financial influence?
Scenario Planning 10
Back to Ma.
Kre8tif XML 2010
This document advertises the X|Media|Lab KL: Animation & Games event on December 18-19, which provides workshops and networking opportunities for animation and games projects to meet with industry professionals. The event aims to help 10 projects get to market and find commercial success. Previous participants found it invaluable for gaining experience, feedback, and international connections. Nominating a project is free and simple. The event is partnering with the Kre8tif! Asia Digital Content Conference on December 15-17, which includes presentations, exhibitions and awards.
Conference presentation.pptx
Mirjam Nilsson, CEO of Contoso, gave a presentation about her company, which creates a virtual platform for employees to connect globally. She discussed her background in communication theory and how it led to founding Contoso. Nilsson presented on Contoso's hypothesis that virtual communication will increase, compared Contoso favorably to competitors, and outlined Contoso's history. She encouraged businesses to take risks, listen to customers, and test products continuously.
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Scenario Planning Strategy Creation 1st Meeting
- 1. Company X Scenario Planning project in association with Oxford Brookes University A Knowledge Transfer Partnership (KTP) The UK’s leading modern university Knowledge Transfer Partnerships link businesses with universities via strategic projects with significant government funding
- 4. What is this all about?
- 5. KTP, Oxford Brookes and Company X KTP Associate (me!) Company X Oxford Brookes University Technology Strategy Board
- 7. Part One: Visualise the Future Part Two: Follow the Money!
- 16. Impact / Predictability Matrix Unpredictability High Low High Low x x x x x x x x x x x x Schwartz (1998), Lindgren M & Bandhold H, (2003)
- 17. Impact / Predictability Matrix Unpredictability High Low High Low A B C D Schwartz (1998), Lindgren M & Bandhold H, (2003) Trends
Editor's Notes
- Thank them and praise them at the beginning
- House keeping Fire exits Toilets refreshments
- We can do this as you have already identified four new niche areas: The renewables sector Development land referrals Utilities generally Waste management
- set a future and work backwards – this approach utilises knowledge of trends not fads or wishes/nightmares! Time horizon is due to lead times and eg costs of exploration for energy futures, etc
- The scenarios are not an attempt to predict what will happen or to suggest what the preferred future might be they are stories which suggest various possible, even extreme, outcomes. They are designed to stimulate thought, to spell out some of the opportunities and threats we might face in the future and to inform today's decisions . can be used to judge the risks and opportunities for strategy
- - set a future and work backwards – this approach utilises knowledge of trends not fads or wishes/nightmares!
- Identify different possible futures by factor A: Rate of Change Rapid or Measured B: Favourable or Unfavourable C: High and increasing Stabilising D: In support of xxxx or in support of yyyy
- Identify different possible futures by factor A: Rate of Change Rapid or Measured B: Favourable or Unfavourable C: High and increasing Stabilising D: In support of xxxx or in support of yyyy