This presentation was made by Wendy McGuinness, Chief Executive of the Sustainable Future Institute at a Futures Thinking Aotearoa Forum. 29 October 2008
This talk was given by Wendy McGuinness, Chief Executive of the Sustainable Future Institute to visiting International Honours Progam Students, Massey University. 11 February 2009
This presentation was made by Wendy McGuinness, Chief Executive of the Sustainable Future Institute at the 7X7 Ideas Exchange: 7 Imaginations. 26 August 2008
This presentation was made by Wendy McGuinness, Chief Executive of the Sustainable Future Institute at the Wellington Regional Strategy (WRS) Summit. 14 November 2008
This presentation was made by Wendy McGuinness, Chief Executive of the Sustainable Future Institute at the NZ Risk Management Soceity Conference. 6 November 2008
This presentation was made by Wendy McGuinness, Chief Executive of the Sustainable Future Institute as a Design Studies Keynote Lecture, Otago University. 17 August 2009
This presentation was made by Wendy McGuinness, Chief Executive of the Sustainable Future Institute at the World Futures Conference, Chicago. 20 July 2009
This presentation was made by Wendy McGuinness, Chief Executive of the Sustainable Future Institute at Massey University's Agriculture Address series. 7 April 2009
Wendy McGuinness gives a speech about passion and pragmatism in philanthropy. She discusses founding the Sustainable Future Institute think tank to explore long term issues in New Zealand like economic, environmental, and social problems. She argues think tanks are important to identify complex issues, inform the public, and ask new questions. Sustainable Future is currently examining implications of the economic downturn, like increased focus on family and safety, and opportunities it presents. McGuinness hopes the think tank can help develop a national strategy to guide New Zealand to a better future.
This talk was given by Wendy McGuinness, Chief Executive of the Sustainable Future Institute to visiting International Honours Progam Students, Massey University. 11 February 2009
This presentation was made by Wendy McGuinness, Chief Executive of the Sustainable Future Institute at the 7X7 Ideas Exchange: 7 Imaginations. 26 August 2008
This presentation was made by Wendy McGuinness, Chief Executive of the Sustainable Future Institute at the Wellington Regional Strategy (WRS) Summit. 14 November 2008
This presentation was made by Wendy McGuinness, Chief Executive of the Sustainable Future Institute at the NZ Risk Management Soceity Conference. 6 November 2008
This presentation was made by Wendy McGuinness, Chief Executive of the Sustainable Future Institute as a Design Studies Keynote Lecture, Otago University. 17 August 2009
This presentation was made by Wendy McGuinness, Chief Executive of the Sustainable Future Institute at the World Futures Conference, Chicago. 20 July 2009
This presentation was made by Wendy McGuinness, Chief Executive of the Sustainable Future Institute at Massey University's Agriculture Address series. 7 April 2009
Wendy McGuinness gives a speech about passion and pragmatism in philanthropy. She discusses founding the Sustainable Future Institute think tank to explore long term issues in New Zealand like economic, environmental, and social problems. She argues think tanks are important to identify complex issues, inform the public, and ask new questions. Sustainable Future is currently examining implications of the economic downturn, like increased focus on family and safety, and opportunities it presents. McGuinness hopes the think tank can help develop a national strategy to guide New Zealand to a better future.
The document discusses the need to plan strategically for New Zealand's future in the year 2058. It argues that developing a clear vision and shared goals for issues like energy, the environment, and social issues can help ensure New Zealand thrives and is an example to the world. The speaker cites historical figures like King Tawhiao and Julius Vogel as examples of leaders who strategically planned for the future and helped New Zealand progress. Developing a strategic blueprint will require public discussion and debate to create a plan with widespread support.
This presentation was made by Wendy McGuinness, Chief Executive of the Sustainable Future Institute at the SANZ UNDESD Future Dialogues. 17 November 2008
The document discusses futures studies and scenario planning for long-term national strategic development in New Zealand. It outlines key drivers of global change, possible futures for New Zealand in 2058 under different scenarios, and the need for a national sustainable development strategy to optimize New Zealand's future and align its industry. Past initiatives exploring New Zealand's strategic development and possible futures are also summarized.
This presentation was made by Wendy McGuinness, Chief Executive of the Sustainable Future Institute at a New Zealand Planning Institute lecture. 24 September 2009
This document discusses foresight activities in New Zealand including:
1) A series of reports published from 2007-2011 that explored topics like sustainable development strategies, Māori representation, and the future of various industries.
2) Online videos and conversations from 2008-2010 that discussed ideas about the future.
3) Four possible futures scenarios for New Zealand in 2058 published in a 2008 report.
4) The intention to create a National Sustainable Development Strategy for New Zealand.
TCFD Workshop: Practical steps for implementation – Wendy McGuinnessMcGuinness Institute
Across Wednesday 16 October and Thursday 17 October 2019, the McGuinness Institute partnered with Simpson Grierson to host two workshops exploring the Recommendations of the TCFD in Auckland and Wellington. This presentation was given by Wendy McGuinness, Chief Executive of the McGuinness Institute.
This document summarizes a climate strategy event hosted by the McGuinness Institute in New Zealand. The event featured several speakers who discussed topics like infrastructure, governance, culture, and nature in the context of exploring a climate strategy for New Zealand. The goal was to have a national conversation to help ensure New Zealand can withstand climate change risks, meet international commitments, transition to a low-carbon economy, and remain a just society. Upcoming related events were also announced.
Futures studies involves using scenarios and trends to explore possible, probable, and preferred futures. There are three key aspects: probable futures focus on forecasting based on current trends; possible futures explore alternative scenarios and risks; and preferred futures develop strategies for enacting a visionary future. Key steps include defining parameters, exploring uncertainties, building scenarios, and using implications. Strategy maps translate strategies into a cause-and-effect framework to achieve an organization's mission and vision. Significant events, talent, and reviews can impact a nation's future direction.
Asia Pacific Foresight Group presentation – climate disruption and climate re...Wendy McGuinness
Wendy McGuinness was invited to join the Asia Pacific Foresight Group (APFG), a small group of strategic foresight practitioners working across NGOs, governments, and different industries in the Asia Pacific region. The inaugural meeting was held in Sydney on 30 September and 1 October 2019.
Each participant was invited to talk about a 'megatrend' that may impact the Asia Pacific region over the next 5 to 20 years. Wendy McGuinness presented on climate disruption, with a specific focus on climate reporting.
The document discusses New Zealand's history and drivers of change that will impact its future development. It outlines several primary drivers, including climate change, population trends, ecosystems/biodiversity, energy, resources, values and beliefs, and public voice. It then discusses four possible scenarios for New Zealand's future in 2058 based on how these drivers may unfold. The document argues that developing a national sustainable development strategy can help optimize New Zealand's future by aligning industry and reinforcing its national brand.
This document provides an overview of future studies and implications for local government in New Zealand. It discusses the history of future studies, from initially focusing on problems with two variables to recognizing that all variables are interrelated. It outlines several tools used in future studies, including scenarios and assumptions mapping. The document then discusses two ongoing "emergencies" - COVID-19 and climate change - that require long-term planning and challenges assumptions of return to normalcy. Exercises are presented to explore implications and uncertainties of different climate change scenarios for business strategy and policymaking. The complexities of multiple overlapping governance boundaries in New Zealand are also noted.
This document outlines the agenda and presentations for a one-day workshop in Gisborne on tackling poverty. The workshop includes sessions on youth perspectives on poverty, national and local perspectives on poverty from Treasury and Victoria University, challenges and opportunities in tackling poverty, and observations on survey results and a discussion paper. Presenters will discuss concepts like the living standards framework, the impacts of poverty on health, data on poverty indicators in the Tairāwhiti region, the role of Treaty settlements in social and economic revitalization, and community-led approaches to tackling poverty.
This document summarizes a panel discussion on long-term foresight in government planning in New Zealand. The panelists were Wendy McGuinness, Roger Dennis, and David Skilling. They discussed New Zealand's history with long-term foresight initiatives since 1976. Skilling provided examples of foresight practices from Singapore, Finland, and Denmark that New Zealand could learn from. The panel noted the importance of linking foresight to policy decisions, building capability across agencies, and taking an international perspective. The discussion aimed to help strengthen New Zealand's approach to strategic foresight and long-term public policy planning.
This presentation was made by Wendy McGuinness, Chief Executive of the Sustainable Future Institute at a Futures Thinking Aotearoa Forum. 26 February 200
TacklingPovertyNZ Workshop - How to tackle poverty in RotoruaMcGuinness Institute
This document summarizes a one-day workshop held in Rotorua on tackling poverty. The workshop included several sessions: a welcome from McGuinness Institute; a youth presentation; a national and local perspective on poverty from NZ Treasury; a discussion of challenges and opportunities; and observations from participants. It provides an agenda, outlines of presentations, and handouts on topics like community, social services, employment, and education. The goal was to build and share ideas on how to tackle poverty from local communities.
This document summarizes key points from a discussion paper about New Zealand's COVID-19 response and future challenges:
1) COVID-19 is still not under control globally with new variants emerging quickly and vaccine effectiveness waning, posing ongoing risks.
2) New Zealand's vaccination rollout has been slow with doses too close together, and stock levels and logistics have not been properly managed.
3) To prepare for future pandemics and crises, governance systems need to be redesigned to incorporate long-term thinking, interdisciplinary collaboration, equity, and flexibility to adapt to changing circumstances.
4) Significant uncertainties remain around COVID-19, requiring continued vigilance and a range of policy options to
This document summarizes a presentation about establishing reference climate scenarios for Aotearoa New Zealand. It defines reference climate scenarios as three or four synthesized narratives that describe plausible climate futures for New Zealand based on the latest science and how the country might respond. The presentation discusses the need to recognize uncertainties, provide a shared understanding of potential futures, and establish a common language and platform for climate risk reporting. It also reviews survey results on organizations' consideration of and preparation for climate impacts. Additionally, it poses questions about how the reference climate scenarios should be developed, including their purpose, timeline, name, scope, time horizon, development process, and responsible parties.
This document provides a summary of a report on the future state of New Zealand that was prepared for a world conference. It identifies 21 global drivers of change that could impact New Zealand's future and groups them into primary and secondary change agents as well as wild cards. For each driver, it outlines potential obstacles and opportunities for New Zealand, noting issues like climate change, population growth, ecosystem vulnerability, and energy supply challenges but also opportunities in technology adoption, agricultural productivity, and protecting biodiversity. The full report will analyze how these drivers may influence New Zealand's future context in more detail.
This document discusses how the nature of work is changing from the traditional "9:00am to 5:00pm" model. It first provides background on key dates in technology and society. It then addresses three questions: 1) Why spatial information is important by defining it and giving examples of its uses. 2) How the traditional work model is changing due to new priorities around work-life balance, flexibility, and diversity. 3) Suggestions for moving forward, including quotes about learning from others, building empathy, and focusing on character over credentials. The document advocates embracing these changes to work styles and perspectives.
The document discusses the need to plan strategically for New Zealand's future in the year 2058. It argues that developing a clear vision and shared goals for issues like energy, the environment, and social issues can help ensure New Zealand thrives and is an example to the world. The speaker cites historical figures like King Tawhiao and Julius Vogel as examples of leaders who strategically planned for the future and helped New Zealand progress. Developing a strategic blueprint will require public discussion and debate to create a plan with widespread support.
This presentation was made by Wendy McGuinness, Chief Executive of the Sustainable Future Institute at the SANZ UNDESD Future Dialogues. 17 November 2008
The document discusses futures studies and scenario planning for long-term national strategic development in New Zealand. It outlines key drivers of global change, possible futures for New Zealand in 2058 under different scenarios, and the need for a national sustainable development strategy to optimize New Zealand's future and align its industry. Past initiatives exploring New Zealand's strategic development and possible futures are also summarized.
This presentation was made by Wendy McGuinness, Chief Executive of the Sustainable Future Institute at a New Zealand Planning Institute lecture. 24 September 2009
This document discusses foresight activities in New Zealand including:
1) A series of reports published from 2007-2011 that explored topics like sustainable development strategies, Māori representation, and the future of various industries.
2) Online videos and conversations from 2008-2010 that discussed ideas about the future.
3) Four possible futures scenarios for New Zealand in 2058 published in a 2008 report.
4) The intention to create a National Sustainable Development Strategy for New Zealand.
TCFD Workshop: Practical steps for implementation – Wendy McGuinnessMcGuinness Institute
Across Wednesday 16 October and Thursday 17 October 2019, the McGuinness Institute partnered with Simpson Grierson to host two workshops exploring the Recommendations of the TCFD in Auckland and Wellington. This presentation was given by Wendy McGuinness, Chief Executive of the McGuinness Institute.
This document summarizes a climate strategy event hosted by the McGuinness Institute in New Zealand. The event featured several speakers who discussed topics like infrastructure, governance, culture, and nature in the context of exploring a climate strategy for New Zealand. The goal was to have a national conversation to help ensure New Zealand can withstand climate change risks, meet international commitments, transition to a low-carbon economy, and remain a just society. Upcoming related events were also announced.
Futures studies involves using scenarios and trends to explore possible, probable, and preferred futures. There are three key aspects: probable futures focus on forecasting based on current trends; possible futures explore alternative scenarios and risks; and preferred futures develop strategies for enacting a visionary future. Key steps include defining parameters, exploring uncertainties, building scenarios, and using implications. Strategy maps translate strategies into a cause-and-effect framework to achieve an organization's mission and vision. Significant events, talent, and reviews can impact a nation's future direction.
Asia Pacific Foresight Group presentation – climate disruption and climate re...Wendy McGuinness
Wendy McGuinness was invited to join the Asia Pacific Foresight Group (APFG), a small group of strategic foresight practitioners working across NGOs, governments, and different industries in the Asia Pacific region. The inaugural meeting was held in Sydney on 30 September and 1 October 2019.
Each participant was invited to talk about a 'megatrend' that may impact the Asia Pacific region over the next 5 to 20 years. Wendy McGuinness presented on climate disruption, with a specific focus on climate reporting.
The document discusses New Zealand's history and drivers of change that will impact its future development. It outlines several primary drivers, including climate change, population trends, ecosystems/biodiversity, energy, resources, values and beliefs, and public voice. It then discusses four possible scenarios for New Zealand's future in 2058 based on how these drivers may unfold. The document argues that developing a national sustainable development strategy can help optimize New Zealand's future by aligning industry and reinforcing its national brand.
This document provides an overview of future studies and implications for local government in New Zealand. It discusses the history of future studies, from initially focusing on problems with two variables to recognizing that all variables are interrelated. It outlines several tools used in future studies, including scenarios and assumptions mapping. The document then discusses two ongoing "emergencies" - COVID-19 and climate change - that require long-term planning and challenges assumptions of return to normalcy. Exercises are presented to explore implications and uncertainties of different climate change scenarios for business strategy and policymaking. The complexities of multiple overlapping governance boundaries in New Zealand are also noted.
This document outlines the agenda and presentations for a one-day workshop in Gisborne on tackling poverty. The workshop includes sessions on youth perspectives on poverty, national and local perspectives on poverty from Treasury and Victoria University, challenges and opportunities in tackling poverty, and observations on survey results and a discussion paper. Presenters will discuss concepts like the living standards framework, the impacts of poverty on health, data on poverty indicators in the Tairāwhiti region, the role of Treaty settlements in social and economic revitalization, and community-led approaches to tackling poverty.
This document summarizes a panel discussion on long-term foresight in government planning in New Zealand. The panelists were Wendy McGuinness, Roger Dennis, and David Skilling. They discussed New Zealand's history with long-term foresight initiatives since 1976. Skilling provided examples of foresight practices from Singapore, Finland, and Denmark that New Zealand could learn from. The panel noted the importance of linking foresight to policy decisions, building capability across agencies, and taking an international perspective. The discussion aimed to help strengthen New Zealand's approach to strategic foresight and long-term public policy planning.
This presentation was made by Wendy McGuinness, Chief Executive of the Sustainable Future Institute at a Futures Thinking Aotearoa Forum. 26 February 200
TacklingPovertyNZ Workshop - How to tackle poverty in RotoruaMcGuinness Institute
This document summarizes a one-day workshop held in Rotorua on tackling poverty. The workshop included several sessions: a welcome from McGuinness Institute; a youth presentation; a national and local perspective on poverty from NZ Treasury; a discussion of challenges and opportunities; and observations from participants. It provides an agenda, outlines of presentations, and handouts on topics like community, social services, employment, and education. The goal was to build and share ideas on how to tackle poverty from local communities.
This document summarizes key points from a discussion paper about New Zealand's COVID-19 response and future challenges:
1) COVID-19 is still not under control globally with new variants emerging quickly and vaccine effectiveness waning, posing ongoing risks.
2) New Zealand's vaccination rollout has been slow with doses too close together, and stock levels and logistics have not been properly managed.
3) To prepare for future pandemics and crises, governance systems need to be redesigned to incorporate long-term thinking, interdisciplinary collaboration, equity, and flexibility to adapt to changing circumstances.
4) Significant uncertainties remain around COVID-19, requiring continued vigilance and a range of policy options to
This document summarizes a presentation about establishing reference climate scenarios for Aotearoa New Zealand. It defines reference climate scenarios as three or four synthesized narratives that describe plausible climate futures for New Zealand based on the latest science and how the country might respond. The presentation discusses the need to recognize uncertainties, provide a shared understanding of potential futures, and establish a common language and platform for climate risk reporting. It also reviews survey results on organizations' consideration of and preparation for climate impacts. Additionally, it poses questions about how the reference climate scenarios should be developed, including their purpose, timeline, name, scope, time horizon, development process, and responsible parties.
This document provides a summary of a report on the future state of New Zealand that was prepared for a world conference. It identifies 21 global drivers of change that could impact New Zealand's future and groups them into primary and secondary change agents as well as wild cards. For each driver, it outlines potential obstacles and opportunities for New Zealand, noting issues like climate change, population growth, ecosystem vulnerability, and energy supply challenges but also opportunities in technology adoption, agricultural productivity, and protecting biodiversity. The full report will analyze how these drivers may influence New Zealand's future context in more detail.
This document discusses how the nature of work is changing from the traditional "9:00am to 5:00pm" model. It first provides background on key dates in technology and society. It then addresses three questions: 1) Why spatial information is important by defining it and giving examples of its uses. 2) How the traditional work model is changing due to new priorities around work-life balance, flexibility, and diversity. 3) Suggestions for moving forward, including quotes about learning from others, building empathy, and focusing on character over credentials. The document advocates embracing these changes to work styles and perspectives.
StrategyNZ: Mapping our Future presentation: World Future Society Conference,...McGuinness Institute
This presentation covers the StrategyNZ: Mapping our Future event hosted by the Sustainable Future Institute in March 2011 in Wellington.
This presentation was delivered by Wendy McGuinness, Dr Peter Bishop, Rory Sarten and Jess Prendergast at the World Future Society Conference in Vancouver 2011.
Wendy McGuinness One Integrated Report - Local Government Conference, 15 Nove...McGuinness Institute
This document discusses integrated reporting and proposals for improving environmental and local government reporting in New Zealand. It outlines recommendations from several organizations to standardize reporting metrics and make information more consistent and useful for decision-making. Key proposals include establishing a framework for integrated financial and sustainability reporting, collecting nationally consistent environmental statistics from local authorities, and reforming local government structures in Wellington through a unitary council model.
The document discusses New Zealand's history and potential future scenarios. It covers:
1) Key events in New Zealand's history from Maori settlement to modern issues around sustainability and the economy.
2) Drivers of change and challenges facing New Zealand's future like climate change, resources, and population issues.
3) Four possible futures for New Zealand in 2030 and 2058, ranging from prosperous to failure, to explore uncertainties and policy choices.
4) The need for a national sustainable development strategy and long term strategic thinking to help New Zealand optimise its future prospects.
StrategyNZ is a McGuinness Institute project that began in early 2006. The overall aim is to contribute to a discussion on how to improve long-term strategic thinking and strategy stewardship in both the private and the public sector. To learn about the history and methodology of this project, see http://strategynz.info/.
The Baby Box Co. donated baby boxes to Project TacklingPovertyNZ. The McGuinness Institute gave a baby box to the community at each of the one-day TacklingPovertyNZ workshops. In this slide share there are photos of baby boxes in Queenstown, the New Zealand Treasury in Wellington, Rotorua, Gisborne, Kaitaia and Kaikohe.
On Wednesday, 5 October 2016 Wendy McGuinness spoke at the University of Auckland's politics hour.
The theme of the discussion was regarding the ethical dilemmas faced by policy advisors. Speakers were encouraged to share their experience or advice with students regarding how to be an 'ethical' policy adviser.
The ultimate aim of this session was to inspire students, but to also highlight the challenges that lie ahead, and allow students an insight into how political practitioners can achieve change but sometimes have to compromise.
Evolve - Women and Leadership; Otago University - 16 June 2011McGuinness Institute
This document provides an overview of a women and leadership course. It discusses key concepts like identifying a preferred future to compel action and leadership. It also touches on insights around population trends, emerging technologies like artificial intelligence, the importance of patrons and mentors, and cultivating a positive mindset to enhance creativity and problem solving. The document concludes by encouraging the reader that the future needs them and wishes them good luck.
The document discusses foresight initiatives in Korea and New Zealand. It provides context on the two countries, including differences in land area, population size, and resources. It then outlines three aspects of foresight: hindsight which examines history, insight which analyzes current trends, and foresight which considers possible and preferred futures. The document uses New Zealand's foresight strategy project as an example, outlining its goals and methods including scenario planning and strategic foresight research.
20160714 StrategyNZ - One-day Workshop - Simon Wakeman Powerpoint(2016) McGuinness Institute
The StrategyNZ one-day workshop explored how New Zealand might better prepare and publish government department strategy documents on Thursday, 14 July 2016.
Shaping national intelligence now to solve complex problems in the futureMcGuinness Institute
Three key points about shaping national intelligence for complex future problems:
1. Foresight requires considering probable, possible, and preferred futures using techniques like scenario planning and exploring uncertainties.
2. Exponential technological changes could drastically alter many aspects of society within just a few decades, such as life expectancy and the relationship between humans and machines.
3. Education must focus on developing skills like critical thinking, problem solving, collaboration, and global awareness to allow people to solve major global challenges.
The document discusses several countries' strategies for shaping their future by focusing on talent, innovation, and sustainability. Key points addressed include developing a national strategy to manage resources and attract talent, addressing issues like climate change, debt, and food/water shortages through green technologies and reforms, and branding countries as caring, innovative places through strategic promotion and reflecting public opinion.
This presentation was made by Wendy McGuinness, Chief Executive of the Sustainable Future Institute at the Pathways to Resilient Communities event. 7 March 2009
McGuinness Institute Presentation: Government Department Strategies Index 2015McGuinness Institute
McGuinness Institute
For more information on the GDS Index 2015 see www.gdsindexnz.org
More information about the Institute can be found at www.mcguinnessinstitute.org
1. Sir Paul Callaghan gave a presentation in 2011 outlining his vision for making New Zealand "a country where talent wants to live" through focusing on education, R&D, branding, and leadership.
2. The presentation discussed strategies like boosting science education, increasing R&D investment, marketing NZ's quality of life, and taking a bipartisan approach to economic development.
3. The document proposed creating a "Ministry of Talent" to both attract tourists and promote NZ as a destination for global talent, in order to maximize economic benefits while reducing environmental impacts.
Spain work tech 2050 scenarios and national workshopsJerome Glenn
Intro to The Millennium Project, inevitability of new economics, global study on future work/technology 2050, three global work/tech 2050 scenarios, and workshops to explore national long-range strategies to address issue raised in the scenarios.
Superpowers Smart States Global Initiative: EU, USA, China, Russia,...Azamat Abdoullaev
This document discusses states, powers, and superpowers in the modern world. It defines different levels of geopolitical influence, from regional powers to emerging superpowers to hyperpowers. Potential superpowers for the 21st century that are mentioned include the US, China, EU, India, and others. Achieving superpower status requires influence across multiple axes including military, economic, political, cultural, technological, and environmental leadership on a global scale. Sustainable development and smart strategies will be important for states seeking to maximize their power in the coming decades.
Based on Erik Reinert, How Rich Countries Got Rich ... and Why Poor Countries Stay Poor (2007), London: Constable, Chapter 8: “Get the economic activities right”, or, the Lost Art of Creating Middle-Income Countries. Further discussion on how to make upper-middle income county out of middle-income trap. And how to synchronize different aspect on developmental policy in modern era.
This document provides a summary of a report on the future state of New Zealand that was prepared for a world conference. It identifies 21 global drivers of change that could impact New Zealand's future, including climate change, population growth, energy supply, and ecosystems/biodiversity. It analyzes obstacles and opportunities for New Zealand presented by each driver, such as the need for international cooperation on climate change but also the ability to quickly adopt new green technologies. The report aims to help New Zealand pursue its preferred sustainable future by addressing or leveraging these global trends.
How to understand a global technology eraKazuaki ODA
This lecture discusses how science majors can understand and navigate career opportunities in the current global technology era. The lecture covers 5 topics: (1) how to understand the global technology era, (2) startup strategy, (3) how science and technology can change the future, (4) using science skills in careers and business, and (5) social issues and innovation. The lecturer argues that talents will be in high demand and should study fields like healthcare, clean energy, materials engineering, and AI/IT that can help solve major challenges.
Globalization has led to increased economic integration around the world as large multinational corporations seek to expand into new markets and reduce costs. However, this has also created conflicts between the interests of powerful transnational companies and national governments, as well as risks of growing inequality and environmental degradation if not properly managed. For small countries like New Zealand, it means management decisions may increasingly be made offshore and local communities could be affected.
This document discusses future global trends and scenarios based on input from over 50 CSIRO scientists. It identifies several key megatrends that will shape the future, including a more digital and interconnected world, increasing urbanization and mobility, divergent demographics like an aging population, and needing to do more with less resources. The document also discusses potential megashocks like pandemics or climate change and presents scenarios for how the identified megatrends could play out globally in the future.
This document discusses human capital and its development over time. It defines different types of capital including human, natural, financial, and manufactured capital. It describes how the interaction between individuals and society can augment or destroy human capital. The development of human capital depends on factors like health, education, employment, socio-economic conditions, and the state of natural and human-made capital. Large inequalities have been shown to destroy human capital. Measuring human capital qualitatively and quantitatively is an important task.
Global Future Changes and Millennium ProjectJerome Glenn
Overview of global challenges, strategies, new technologies to improve the prospects for humanity from the Millennium Project and its annual State of the Future report
This document provides an overview of a World Economic Forum publication titled "Bringing Space Down to Earth". The following key points are made:
- Space technologies are increasingly available and being applied in innovative ways to address challenges like monitoring human rights, climate change, and navigation.
- The publication aims to explain how space-based technologies can help address major societal challenges in an accessible way for non-technical readers.
- It will cover 12 topics like food security, education, disaster management, and climate change through case studies of existing applications of space technologies.
- Space-related business is one of the fastest growing economic sectors, worth over $300 billion globally in 2012. Space assets support many other industries
This is follow-up from the IBM Almaden Sept 27th meeting on "Regional Upward Spirals: The Co-Evolution of Future Technologies, Skills, Jobs, and Quality-of-Life"
The document discusses the need for an intelligent world order to address global crises and challenges. It outlines three possible outcomes from the current global crisis: ubiquitous chaos, a military world state, or an intelligent world order based on intelligence, innovation, integration and prosperity. It proposes pilot projects like "Smart Green Europe" and "Smart Green Russia" to demonstrate the potential of an intelligent world. Key technologies that could help build an intelligent world include zero-emission vehicles, next-generation robotics, recyclable plastics, genetic engineering, additive manufacturing, artificial intelligence, distributed manufacturing and autonomous drones.
1. The document discusses the current state of the world and need for change, outlining two potential futures - a chaotic "Military World State" or an "Intelligent World" based on intelligence, innovation, integration and prosperity.
2. It describes the many crises facing the current unsustainable world and argues that a comprehensive transformation is needed to a smarter world prioritizing knowledge, innovation and technology.
3. A vision is outlined for creating an "Intelligent World" through building intelligent communities and digital infrastructures, guided by sustainability and innovation across society. Major technology companies are promoting concepts like smarter planets and smart connected communities to model and structure the future world.
The document discusses opportunities and challenges for homeland security and policing in an era of accelerating change. It notes that many areas like technology, globalization, and innovation are accelerating rapidly while others remain constant. It argues that managing globalization and shrinking the "non-integrating gap" between connected and disconnected parts of the world will be important strategic priorities for security.
How can students solve the global issues of sdg'sKazuaki ODA
This document contains the presentation slides of Kazuaki Oda given at Hokkaido University on how students can solve global issues related to the UN's Sustainable Development Goals (SDGs). It discusses the economic and political impacts of COVID-19, the results of globalization, and introduces the 17 SDGs which aim to make development sustainable and end issues like poverty, hunger, and climate change. Oda argues SDGs are needed because the current global system has not provided sustainable development, focusing on short-term goals without social objectives.
Over the last two centuries technological innovation has played a fundamental role in economic development, wealth creation and social progress. Spain has not played and do not play today a leading role in the field. Since the advent of democracy in 1978, the country has undergone a remarkable economic and social transformation. However, it has not been enough to substantially reduce the income gap it maintains with the most advanced economies in the world. We wonder why and we briefly explore some historical clues.
More fundamentally, we question what changes would be necessary and whether this situation might even change in the future. Two documents presented by the Spanish government in 2021, “Spain 2050” and ‘Spain Entrepreneurial Nation,” look forward to an entrepreneurial nation by 2030. They are based on rigorous state-of-the-art policy and economic analysis. However, we are facing a world systemic change of paradigm, a (Great?) socio technical transition, and successful models that worked in the previous system might not work in a new one. Furthermore, macroeconomic projections do not consider the strategic interaction among different players in a conflicting world. It is necessary to review some accepted premises and dive under the superficial “litany.”
Our objective is to understand the key forces driving change, and the most important factors and levers available to a meaningful player in the game. We use a country, Spain, as a test and showcase, but our objective is to outline a high level, holistic model inspired by scenario planning and game theory to study future adaptive strategies for a country, corporation or even a global organization in the evolving socio techno economic system of the next 25-50 years.
The document discusses the changing nature of knowledge and skills needed in today's globalized world. It notes that past international test scores did not correlate strongly with later economic success and quality of life outcomes. Countries that scored higher on 1960s math and science tests tended to have lower GDP growth, productivity, democracy, and livability 40 years later compared to countries like the United States. It argues that non-cognitive skills like creativity, cross-cultural competence, and character are becoming increasingly important for both individuals and nations in the 21st century global economy.
Sustainable Development: a controversial conceptIJMREMJournal
The issue of economic growth and development is one of the fundamental concerns of humankind. It is therefore
necessary to find solutions so that people can have access to a greater diversity of goods and services, as well
as better standard of living and well-being. Since ancient times, humankind has been warned about the scarcity
of the resources but even with this information, they still take unreasonable measures with irreversible effects.
The recent past gives us evidence that Sustainable Development is not only a practice of corporate social
responsibility to gain a competitive edge, but also a necessity to meet the needs of future generations. The
strength of the economic element cannot overlap with the balance of social and environmental dimensions.
Having this is mind, the challenges are vast, as they are from all and for all citizens, since they are increasingly
participating in building their futures, which require an awareness of a common destiny and the progressive
construction of a world community. There is a clear need for paradigm shifting: civil society will be the kernel
for building a change strategy with clear and strong perspectives based on identified collective shared visions.
This study presents an evolutionary perspective of concerns related with sustainability, from the eighteenth and
nineteenth centuries to the present day.
State of the Future 2015-16: Report from the Millennium ProjectDavid Wood
Slides used by David Wood, Chair of London Futurists, to preview the London Futurists event, http://www.meetup.com/London-Futurists/events/224799635/, held at Bloomberg HQ London on 13th November 2015. These slides are derived from a set created by Jerome C. Glenn, The Millennium Project. Topics include the State of the Future Index 1995-2025, 15 Global Challenges, the inevitability of New Economics, Technological Unemployment, and Basic Income Guarantee.
This document contains the slides from a presentation by Kazuaki Oda on Nigeria's future. It discusses several topics:
(1) How the COVID-19 pandemic has impacted the global economy and accelerated digital transformation.
(2) How technology can change the world both positively through innovations, and negatively through increased disparities and environmental damage.
(3) The importance of achieving the UN's Sustainable Development Goals (SDGs) to build a more sustainable future given the issues still facing the world.
(4) Nigeria's potential for growth if it can effectively harness its large population, natural resources, and cultural diversity while addressing challenges like wealth disparities and infrastructure weaknesses.
Learning lessons from early adopters of Aotearoa New Zealand Climate Standard...McGuinness Institute
The document provides an overview of climate-related disclosure requirements in New Zealand. It summarizes the initial results of analyzing climate statements from 111 annual reports of listed companies. Key findings include: 5 companies fully disclosed according to climate standards, 26 disclosed partially, and 34 expressed intent to disclose fully in the future. Disclosures provided insight into long-term climate scenarios and risks. Recommendations include improving accessibility of climate statements.
The document provides a timeline of 857 historical events that have contributed to the development of Aotearoa New Zealand from 1769 to present day. The timeline is organized into different domains and threads and can be read chronologically or filtered by domain, thread, or index entries. Some of the earliest events included are Cook's arrival in 1769 and claiming of New Zealand for Britain, the introduction of diseases that significantly impacted Māori populations, and other first contact between Māori and Europeans in the late 18th century.
Foresight tools help us brainstorm ideas about the future so we are better prepared for the opportunities and challenges that may arise. It provides the ability to forward engage, interacting early before issues become difficult to manage.
This booklet – the first of three in the series – outlines 20 foresight tools to throw into the mix, while you walk forward into the future.
This document provides an overview of the role of aquaculture in New Zealand's marine space, with a focus on salmon farming in the Marlborough Sounds and Cook Strait. It discusses the lack of scientific data on ocean flora and fauna, and how this allows commercial interests to trump environmental protection. Seven infographics are included to illustrate current ocean management challenges, such as many outdated permits, poor baseline data collection, and the discharge of farmed salmon waste. The document argues for improved governance and decision-making to better protect New Zealand's marine environment and meet international conservation commitments.
This document provides 7 infographics summarizing the current state of ocean management in the Marlborough Sounds and Cook Strait of New Zealand. It finds a lack of scientific data on ocean flora and fauna, with commercial interests often prioritized over environmental protection. The infographics examine issues like protected species, aquaculture regulations, the impacts of climate change on salmon farming, and future strategic options for the industry. The document concludes with recommendations for improving ocean governance and management.
The document outlines the agenda for a BIG Ideas Briefing to the Incoming Government event on February 22, 2023. The agenda includes an introduction by Wendy McGuinness, a discussion led by Professor Girol Karacaoglu, and a Q&A session. Refreshments will be provided. The briefing will discuss cross-cutting themes identified in research and provide an implementation checklist for BIG policy actions. The goal is to share insights with new government patrons on developing shared narratives, establishing supportive governance, stakeholder engagement, and effective implementation of anticipatory policies.
20221007 3pm McGuinness 3Waters Oral Powerpoint FINAL -plus 5.pdfMcGuinness Institute
The document provides an oral submission on the Water Services Entities Bill from Wendy McGuinness, CEO of the McGuinness Institute. It identifies several errors and inconsistencies in the bill and explanatory note. It recommends strategic and operational improvements to governance, including establishing a Minister of Water, a single water services entity modelled after Scottish Water, and aligning the entities with climate change policy and reporting requirements. It emphasizes concepts like public accountability, foresight in planning for climate shocks, and the need for flexible policy given increasing climate impacts on water systems. Questions are posed for discussion.
This document provides an overview of how futurists think compared to strategists. It discusses that futurists focus on possible futures by looking for weak signals and patterns, while strategists focus on a preferred future. It also notes that futurists consider a wide range of data, even data they have low confidence in, to develop foresight, while strategists focus on known information. The document recommends separating foresight and strategy tasks but also thinking like a futurist before acting like a strategist.
The document proposes reclassifying stewardship land on the West Coast of New Zealand to increase conservation and create ecological corridors. It summarizes three myths about current conservation efforts and outlines eight recommendations, including increasing national park areas, creating biodiversity corridors, restoring native forests, and establishing metrics to measure conservation outcomes. The rationale provided is the urgent need to address the biodiversity crisis as species decline and face increased threats from climate change and associated extreme weather. Reclassifying stewardship land is presented as a strategic solution that can both protect biodiversity and help mitigate climate change impacts through carbon sequestration.
The document proposes reclassifying stewardship land on the West Coast of New Zealand to increase conservation and create ecological corridors. It summarizes three myths about current conservation efforts and outlines eight recommendations, including increasing national park areas, creating biodiversity corridors, restoring native forests, and establishing metrics to measure conservation outcomes. The rationale provided is the urgent need to address the biodiversity crisis as species decline and face increased threats from climate change and associated extreme weather. Reclassifying stewardship land is presented as a strategic solution that can both protect biodiversity and help mitigate climate change impacts through carbon sequestration.
The document summarizes concerns about errors and inconsistencies in the Water Services Entities Bill and explanatory note. It provides strategic recommendations to improve the bill's governance, including establishing a Minister of Water, creating a single water services entity instead of four regional ones, and transferring water service assets to either a new type of local authority or a Crown entity similar to the Scottish model. The recommendations also address pricing of water usage, broadening the purpose of regulation, including access and risk management in law, and improving accountability through public registers and extending oversight bodies' jurisdiction to water services entities.
The document provides a summary of concerns and recommendations regarding the Water Services Entities Bill presented to the Finance and Expenditure Committee in New Zealand Parliament. Key points include:
- There are errors and inconsistencies in how the bill and explanatory note describe the proposed water services entities and their ownership and governance structure.
- The proposed model differs from the Scottish model, where water services are provided by a Crown entity with independent regulation.
- Strategic recommendations include establishing a Minister of Water, creating a single national water entity instead of four regional ones, and placing water services assets under a new type of local authority or Crown entity to improve governance and accountability.
- Operational recommendations focus on improving transparency, accountability
This document provides an overview and analysis of government department strategies (GDSs) in New Zealand. It notes that as of December 2021 there were 221 operational GDSs across government departments. It then provides key statistics on GDSs such as length, number of strategy maps, climate change mentions, and more. The preface discusses the purpose of GDSs and this handbook. Finally, it outlines four major recommendations: 1) Improving communication of government priorities 2) Reassessing all GDSs to consider climate change 3) Establishing a central GDS register 4) Guidance for departments on improving GDS content.
2021 Government Department Strategies Index Handbook – He Puna RautakiMcGuinness Institute
This document provides an overview and analysis of Government Department Strategies (GDSs) in New Zealand. It notes that as of December 2021 there were 221 GDSs in operation. Some key findings include: the Ministry of Health holds the most GDSs at 48; the average length of a GDS is 34 pages; 77 GDSs include a strategy map while 144 do not; and 61% of GDSs were published in the last four years. The document aims to support understanding and use of GDSs through providing relevant information, analysis and resources.
This document provides an agenda and summary of a workshop on climate-related disclosures presented by Wendy McGuinness. The agenda includes sections on why climate intelligence is important, what is happening nationally and globally regarding climate policy and regulations, and how companies can make climate-related disclosures. Under the "What" section, recent developments in New Zealand and globally are summarized, including new standards from the XRB, NZX, FMA, and initiatives like the ISSB and GFANZ. The "How" section outlines what organizations are required to disclose based on size, and provides examples of frameworks and scenarios that can be used to guide disclosures.
The document summarizes a workshop report on future scenarios for local government presented by Wendy McGuinness of the McGuinness Institute. It discusses global drivers of change and maps issues around climate change, democracy, technology, connection to land, and wellbeing. It also briefly summarizes an article on ancient supervolcanic eruptions in New Zealand, and references additional resources on societal contracts, future pathways, empathy versus compassion, and the shortest serving New Zealand Prime Minister.
This document is an application to establish a new salmon farm within a 1,000 hectare site located approximately 5 kilometres due north of Cape Lambert. It was submitted by Wendy McGuinness. The majority of the document discusses climate-related financial reporting requirements that the applicant would need to comply with if the farm was approved, including disclosure according to the Task Force on Climate-related Financial Disclosures framework. It also addresses potential climate change risks to the proposed salmon farm operation.
20211101 9am presented draft future of local govt review presentationMcGuinness Institute
This document provides a history of foresight initiatives in New Zealand from 1936 to 2010. It discusses how even relatively simple structures like bridges can fail unexpectedly, demonstrating the difficulty of predicting political changes. Major volcanic eruptions have significant climate impacts globally through sulfate aerosols. The document outlines four-step models for planning future initiatives and recaps foresight work since 1976. It discusses the Long-term Insights Briefings produced for the Australian Government and Prime Minister Helen Clark's vision for New Zealand. Various local councils created scenarios and the document proposes creating a national reference scenarios framework to help organizations prepare for uncertain futures.
20211029 5pm presented draft future of local govt review presentationMcGuinness Institute
This document provides a history of foresight initiatives in New Zealand from 1936 to 2010. It discusses how even relatively simple structures like bridges can fail unexpectedly, demonstrating the difficulty of predicting political changes. It also summarizes the impacts of major volcanic eruptions on climate and agriculture. The document then outlines four-step models for planning future initiatives and recaps some key New Zealand foresight projects from the 1980s onward. It provides examples of long-term insights briefings and scenarios developed by local councils and government agencies on topics like poverty, civic engagement, and climate change.
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Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
HOW TO START UP A COMPANY A STEP-BY-STEP GUIDE.pdf46adnanshahzad
How to Start Up a Company: A Step-by-Step Guide Starting a company is an exciting adventure that combines creativity, strategy, and hard work. It can seem overwhelming at first, but with the right guidance, anyone can transform a great idea into a successful business. Let's dive into how to start up a company, from the initial spark of an idea to securing funding and launching your startup.
Introduction
Have you ever dreamed of turning your innovative idea into a thriving business? Starting a company involves numerous steps and decisions, but don't worry—we're here to help. Whether you're exploring how to start a startup company or wondering how to start up a small business, this guide will walk you through the process, step by step.
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.
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Stone Art Hub
Stone Art Hub offers the best competitive Marble Pricing in Dubai, ensuring affordability without compromising quality. With a wide range of exquisite marble options to choose from, you can enhance your spaces with elegance and sophistication. For inquiries or orders, contact us at ☎ 9928909666. Experience luxury at unbeatable prices.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Top 10 Free Accounting and Bookkeeping Apps for Small BusinessesYourLegal Accounting
Maintaining a proper record of your money is important for any business whether it is small or large. It helps you stay one step ahead in the financial race and be aware of your earnings and any tax obligations.
However, managing finances without an entire accounting staff can be challenging for small businesses.
Accounting apps can help with that! They resemble your private money manager.
They organize all of your transactions automatically as soon as you link them to your corporate bank account. Additionally, they are compatible with your phone, allowing you to monitor your finances from anywhere. Cool, right?
Thus, we’ll be looking at several fantastic accounting apps in this blog that will help you develop your business and save time.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
Profiles of Iconic Fashion Personalities.pdfTTop Threads
The fashion industry is dynamic and ever-changing, continuously sculpted by trailblazing visionaries who challenge norms and redefine beauty. This document delves into the profiles of some of the most iconic fashion personalities whose impact has left a lasting impression on the industry. From timeless designers to modern-day influencers, each individual has uniquely woven their thread into the rich fabric of fashion history, contributing to its ongoing evolution.
6. An avatar is a computer user's representation of himself/herself or alter ego. Virtual reality (VR) is a technology which allows a user to interact with a computer-simulated environment, be it a real or imagined one.
7. Jerome C. Glenn – Director, The Millennium Project and co-author of the State of the Future, 2008 Joseph Coates, Professional Futurist, New York
11. 2008 2058 2008 In 2008, 3 billion make $2 or less per day. In 2058, the developed countries and China grow old – while Africa remains young . 2008 2058
12. 80% of all scientists are alive today Things are looking up…
18. Man & Machine? Man is expected to create a machine with the equivalent of a human brain by 2029…
19.
20. Our generation can expect a life expectancy of 92 – 100 years of age. Our children, if we fail to manage their weight gain, will have 80 year old bodies in 50 year old skin.
21.
22. Report 14 State of New Zealand’s Future Report 15 Scenarios: Exploring New Zealand’s long-term future NEW ZEALAND’S NATIONAL ASSETS Report 7 The State Sector: Reviewing the landscape (2009) Report 8 The State of Publicly Funded Science (2009) Report 9 The State of Infrastructure (2009) Report 10 The State of Natural Resources (2009) Report 11 The Essence of New Zealand’s Identity (2009) Report 12 Towards a Tikanga-Kaupapa Perspective on Sustainability (2009) Report 16 A National Sustainable Development Strategy for New Zealand Report 13 A SWOT Analysis: New Zealand’s strengths, weaknesses, opportunities and threats (2009) Report 6 History of Past Future Thinkers (2009) Report 1 A National Sustainable Development Strategy: How New Zealand measures up against international commitments (August 2007) A NATIONAL SUSTAINABLE DEVELOPMENT STRATEGY NEW ZEALAND’S GOVERNMENT Report 2 New Zealand Central Government Strategies: Reviewing the landscape 1990-2007 (August 2007) Report 3 Supporting Local Government: Existing initiatives for sustainable development (March 2008) Report 4 Institutions for Sustainable Development: Developing an optimal framework for New Zealand (October 2008) Report 5 The Common Elements of a National Sustainable Development Strategy: Learning from international experience (October 2008) Part 2: Scenarios Part 1: Research Part 3: Strategy
23. Our Methodology Fail Fail Fail New Zealand does not manage its strengths and weaknesses and… New Zealand does manage its strengths and weaknesses and.. … the World does not manage its opportunities and threats … the World does manage its opportunities and threats Scenario Matrix
24. Te Rauparaha ( 1760s-1849 ) For fifty years he was the most feared fighting chief and at one stage controlled about ¼ of NZ. He was celebrated for his courage, cleverness, resourcefulness and skill in diplomacy – making him one of the greatest contemporary leaders in the traditional Maori style. He was also considered to be the creator of the famous haka: Ka mate! Ka mate!
25. Julius Vogel ( 1835-1899) Immigration and Works Scheme 1870 A development plan designed to revive the economy and provide the pre-conditions of economic growth, included roads in the North, railways in the South…in ten years the Government would bring about results that would otherwise have taken decades to achieve …“do more to put an end to hostilities and to confirm peaceful relations, than an army of ten thousand men’… “ We considered it very desirable, in a young country, that wealth should not be in the hands of a few capitalists…[who]…would leave the country, and enjoy elsewhere the wealth so accumulated.”
28. New Zealand needs a ‘National Strategy’ to optimise our future, to align our industry, to reinforce our national brand and to be an example of what is possible
The strategic thinker finds strategic knowledge in the complex and chaotic data stream of everyday living
22 million Xbox 360s sold as at Sept 2009 – put on market in May 2005 Use as a phone 22 million members of Stardoll The Coming of Age in Second Life .
Dennis M. Bushnell, Chief Scientist from NASA The Bill of Rights for 21st Century America
Massive increase in brain power generated by education and inter-connections 80 percent of all scientists that have ever lived are alive today
Latest UN-World Bank report estimates pandemic would cost $US3 trillion, says many poorer countries have defective contingency plans
About 1.5 billion in 1900 Implications for food and water – long term global sociol conflict seems inevitable without serious food and water policies To summarise the developed countries and China grow old – while Africa remains young.
50 Year from Today
Over 1 million industrial robots are working today
The total spent on the military world wide is about $1 trillion – page 4, State of the Future, 2008
State of the Future 2008: Change to Low mortality and low fertility – see pages 16 and 17- Over 25% of the world (excl Africa) will be over 60 years of age. In contrast, Africa will be more like 10% over 60 years of age 50 Years from today - One per person – page 5 So today, if you are 30 with a baby, in fifty years you may be 80 looking after the same baby. 92 in 2030 plus longer – World Futures Conference – Maddy Dychtwald and Fifty years from now – page 5 Fifty Years from Now – obesity – page 27
Sustainable Future methodology, Version 2, Page 17
For fifty years he has been the feared fighting chief, the most successful arrioe…he had been celebrated for his courage, cleverness, resourcefulness and skill in diplomacy – one of the greatest contemporary leaders in the traditional Maori style - mana
First – page 104, Second – page 113, went to England to float two of the required loans - http://www.adb.online.anu.edu.au/biogs/A060356b.htm He was responsible for the establishment of the Government Life Insurance Office and the Public Trust, thus launching a tradition of state involvement for which New Zealand is noted. http://www.encyclopedia.com/doc/1O48-VogelSirJulius.html Also- NZ minister to make an official visit to the United States – in this case to establish a regular steamer between NZ and San Franscio – page 116