In this short webcast, Jim Greer discusses the benefits of a Strategic Foresight and Scenario-based Planning approach particularly in this dynamic and complex environment. To access this presentation complete with audio, please visit us at www.alisinc.com in our Professional Development tab.
Webinar: Intro to Strategic Foresight & Futures ThinkingMad*Pow
Presented by Mad*Pow Experience Strategist, Liz Possee Corthell.
When the future is uncertain, how can organizations design and innovate boldly but responsibly? Futures thinking is an approach to strategic design that considers what is likely to change and what is likely to stay the same in the future, as a means to be more reflective in strategic planning. Considered by some to be more of an art, and by others to be a science, futures thinking gives us a framework to talk about our current world, and how the world may look in the future.
To quote futurist Dr. Sohail Inayatullah, “With futures thinking, we use the future to change the present. “
In this webinar, you’ll learn that futures thinking is not an effort to predict the future, but rather a means to illuminate unexpected implications of present-day issues that empower individuals and organizations to actively design desirable futures. The emphasis isn’t on what will happen, but on what could happen, given various observed drivers.
It’s a way of gaining new perspectives and context for present-day decisions, as well as for navigating the dilemma at the heart of all strategic thinking: the future can’t be predicted, yet we have to make choices based on what is to come.
This presentation will include a few tools you can start using right away, as well as a few activities to get us thinking about the future.
A Brief Overview of Strategic Foresight - Workshop Slides for SSE-OJosinaV
These slides supported a workshop conducted with students from the School for Social Entrepreneurs - Ontario to get their feet wet around strategic foresight. It offers a rapid glimpse at the foresight process engaging them in a slice of a few rapid methods.
An Overview of Scenario Planning - Introduction, Overview and ExamplesAxiom EPM
An Overview of Scenario Planning. Topics include: Scenario Planning and Uncertainty, Scenario Planning Prerequisites, Key Benefits of Scenario Planning, Types of Scenario Planning, Overcoming Hurdles to Scenario Planning and Five Required Structural Elements
Webinar: Intro to Strategic Foresight & Futures ThinkingMad*Pow
Presented by Mad*Pow Experience Strategist, Liz Possee Corthell.
When the future is uncertain, how can organizations design and innovate boldly but responsibly? Futures thinking is an approach to strategic design that considers what is likely to change and what is likely to stay the same in the future, as a means to be more reflective in strategic planning. Considered by some to be more of an art, and by others to be a science, futures thinking gives us a framework to talk about our current world, and how the world may look in the future.
To quote futurist Dr. Sohail Inayatullah, “With futures thinking, we use the future to change the present. “
In this webinar, you’ll learn that futures thinking is not an effort to predict the future, but rather a means to illuminate unexpected implications of present-day issues that empower individuals and organizations to actively design desirable futures. The emphasis isn’t on what will happen, but on what could happen, given various observed drivers.
It’s a way of gaining new perspectives and context for present-day decisions, as well as for navigating the dilemma at the heart of all strategic thinking: the future can’t be predicted, yet we have to make choices based on what is to come.
This presentation will include a few tools you can start using right away, as well as a few activities to get us thinking about the future.
A Brief Overview of Strategic Foresight - Workshop Slides for SSE-OJosinaV
These slides supported a workshop conducted with students from the School for Social Entrepreneurs - Ontario to get their feet wet around strategic foresight. It offers a rapid glimpse at the foresight process engaging them in a slice of a few rapid methods.
An Overview of Scenario Planning - Introduction, Overview and ExamplesAxiom EPM
An Overview of Scenario Planning. Topics include: Scenario Planning and Uncertainty, Scenario Planning Prerequisites, Key Benefits of Scenario Planning, Types of Scenario Planning, Overcoming Hurdles to Scenario Planning and Five Required Structural Elements
The presentation is a part of strategic planning exercise carried out by organizations and individuals to achieve long terms business and personal goals.
Presentation given to Alumni and friends of the Governor's Leadership Foundation program at the Leaders' Institute of South Australia on 10 July 2012.
The presentation canvassed some of the complex and challenging issues we face as leaders and explain how strategic foresight skills could be used to better diagnose issues and identify possibilities for action and adaptive leadership.
This is a brief power point presentation by Omuse Frankline Oyese, a PhD student at Kenyatta university to colleague student in may 2018. It outlines the main elements strategic thinking.
A hands-on approach to applying foresight by Andy Hines, Principal at Hinesite and Lecturer/Executive-in-Residence in Futures Studies at University of Houston.
What is Scenario Planning? and Scenario Planning: Future ForcesRPO America
Heather Hannon of the Lincoln Institute presented an overview of scenario planning and future forces to consider in scenario planning during the 2020 National Regional Transportation Conference.
[To download this presentation, visit: https://www.oeconsulting.com.sg/training-presentations]
Organizations need strategic planning because the world changes constantly. It is foolhardy and unrealistic to assume that economic conditions, consumer needs and expectations, competition in the marketplace, or a host of other factors will remain the same for two, three or five years into the future.
Insights from strategy consultants such as McKinsey and Gartner have revealed that although strategic planning is a basic business practice, many organisations are struggling to make it work--the results often fail to meet expectations.
Moreover, our research and experience have found that most strategic planning processes are poorly conceptualised and poorly executed; the process is often not very creative, and it is tactical rather than strategic in nature; and the so-called strategic plan rarely impacts the day-to-day decisions made in the organization.
To be successful, a strategic planning process should provide a template against which all such decisions can be evaluated.
What this guide will focus is not so much on "strategy tools," but a step-by-step systematic approach to strategic planning. The strategic planning process presented consists of eight sequential steps to guide organizational leaders and key stakeholders to plan and create its future. The Eight Steps of Strategic Planning include:
- Step 1: Plan the Planning Process
- Step 2: Define Shared Values and Mission
- Step 3: Analyze the Current Organizational Profile
- Step 4: Create an Inspiring Vision
- Step 5: Compare Current to Envisioned Organization
- Step 6: Develop Strategies, Objectives and Plans
- Step 7: Execute Action Plans
- Step 8: Monitor Results and Make Improvements
This comprehensive Strategic Planning PPT training presentation provides a model for transforming organizations and contains seven ingredients that are necessary for such transformations; that is, the strategic planning:
- Is future focused
- Is leadership driven, not leader driven
- Provides for a high level of organizational involvement
- Produces a plan that is widely understood and accepted
- Produces a plan that is comprehensive and detailed
- Is a model that can be rigorously applied
- Provides the energizing force to drive the transformation
As a process guide, the steps presented offer a unique and powerful approach to strategic planning. The steps and/or sub-steps may be adapted to suit the specific needs and desires of the organization.
LEARNING OBJECTIVES
1. Acquire knowledge on the key concepts and principles of strategic planning
2. Describe the eight-step strategic planning process and the key frameworks and tools
3. Define the key factors for successful strategic planning
CONTENTS
1. Key Concepts and Principles of Strategic Planning
2. Strategic Planning Process: The Eight-step Strategic Planning Model
3. Key Strategy Frameworks and Tools
4. Strategic Planning Best Practices
Today’s complex environment requires an agile and adaptive planning and decision making model to develop innovative solutions in a world of tight economic coupling, information compression, terrorism and regional uncertainty. At ALIS we have adapted the Design Methodology to enable effective learning, planning and decision making in the challenging world we live in today. In this presentation, Jim Greer introduces Design Methodology. Jim is a nationally recognized facilitator, instructor, and Design expert – applying Design Methodology to complex problems for a wide range of organizations and developing innovative, sustainable solution sets to effect progress toward a desired end state. If you would like to view this presentation with audio, copy and paste the following URL to route directly to this on-demand webcast: http://www.alisinc.com/?q=webcast/introduction-design
This presentation highlights the state of S&T through the perspective of Science Governance, Industry and Education. This was used as a scene setting presentation for scenario planning session.
The presentation is a part of strategic planning exercise carried out by organizations and individuals to achieve long terms business and personal goals.
Presentation given to Alumni and friends of the Governor's Leadership Foundation program at the Leaders' Institute of South Australia on 10 July 2012.
The presentation canvassed some of the complex and challenging issues we face as leaders and explain how strategic foresight skills could be used to better diagnose issues and identify possibilities for action and adaptive leadership.
This is a brief power point presentation by Omuse Frankline Oyese, a PhD student at Kenyatta university to colleague student in may 2018. It outlines the main elements strategic thinking.
A hands-on approach to applying foresight by Andy Hines, Principal at Hinesite and Lecturer/Executive-in-Residence in Futures Studies at University of Houston.
What is Scenario Planning? and Scenario Planning: Future ForcesRPO America
Heather Hannon of the Lincoln Institute presented an overview of scenario planning and future forces to consider in scenario planning during the 2020 National Regional Transportation Conference.
[To download this presentation, visit: https://www.oeconsulting.com.sg/training-presentations]
Organizations need strategic planning because the world changes constantly. It is foolhardy and unrealistic to assume that economic conditions, consumer needs and expectations, competition in the marketplace, or a host of other factors will remain the same for two, three or five years into the future.
Insights from strategy consultants such as McKinsey and Gartner have revealed that although strategic planning is a basic business practice, many organisations are struggling to make it work--the results often fail to meet expectations.
Moreover, our research and experience have found that most strategic planning processes are poorly conceptualised and poorly executed; the process is often not very creative, and it is tactical rather than strategic in nature; and the so-called strategic plan rarely impacts the day-to-day decisions made in the organization.
To be successful, a strategic planning process should provide a template against which all such decisions can be evaluated.
What this guide will focus is not so much on "strategy tools," but a step-by-step systematic approach to strategic planning. The strategic planning process presented consists of eight sequential steps to guide organizational leaders and key stakeholders to plan and create its future. The Eight Steps of Strategic Planning include:
- Step 1: Plan the Planning Process
- Step 2: Define Shared Values and Mission
- Step 3: Analyze the Current Organizational Profile
- Step 4: Create an Inspiring Vision
- Step 5: Compare Current to Envisioned Organization
- Step 6: Develop Strategies, Objectives and Plans
- Step 7: Execute Action Plans
- Step 8: Monitor Results and Make Improvements
This comprehensive Strategic Planning PPT training presentation provides a model for transforming organizations and contains seven ingredients that are necessary for such transformations; that is, the strategic planning:
- Is future focused
- Is leadership driven, not leader driven
- Provides for a high level of organizational involvement
- Produces a plan that is widely understood and accepted
- Produces a plan that is comprehensive and detailed
- Is a model that can be rigorously applied
- Provides the energizing force to drive the transformation
As a process guide, the steps presented offer a unique and powerful approach to strategic planning. The steps and/or sub-steps may be adapted to suit the specific needs and desires of the organization.
LEARNING OBJECTIVES
1. Acquire knowledge on the key concepts and principles of strategic planning
2. Describe the eight-step strategic planning process and the key frameworks and tools
3. Define the key factors for successful strategic planning
CONTENTS
1. Key Concepts and Principles of Strategic Planning
2. Strategic Planning Process: The Eight-step Strategic Planning Model
3. Key Strategy Frameworks and Tools
4. Strategic Planning Best Practices
Today’s complex environment requires an agile and adaptive planning and decision making model to develop innovative solutions in a world of tight economic coupling, information compression, terrorism and regional uncertainty. At ALIS we have adapted the Design Methodology to enable effective learning, planning and decision making in the challenging world we live in today. In this presentation, Jim Greer introduces Design Methodology. Jim is a nationally recognized facilitator, instructor, and Design expert – applying Design Methodology to complex problems for a wide range of organizations and developing innovative, sustainable solution sets to effect progress toward a desired end state. If you would like to view this presentation with audio, copy and paste the following URL to route directly to this on-demand webcast: http://www.alisinc.com/?q=webcast/introduction-design
This presentation highlights the state of S&T through the perspective of Science Governance, Industry and Education. This was used as a scene setting presentation for scenario planning session.
Designing the Invisible - Changing the Rules of the Game in Health(care)JosinaV
This presentation was done at Radbound REshape Center. Josina Vink is a PhD student with Experio Lab, County Council of Värmland & CTF - Service Research Center, Karlstad University in Sweden. Her research is a part of the Service Design for Innovation Network (SDIN), an EU Horizon 2020 Marie Curie Innovation Training program.
Key talking points from my dissertation that explores how an organizational futurist can help integrate foresight into organizations: http://www.andyhinesight.com/wp-content/uploads/2012/12/Hines-Thesis-submission-final.pdf
Defining service design amid converging areas of researchJosinaV
A look at how the focus of research areas related to service design have shifted over time and are moving toward an embodied, participatory approach to transforming complex service systems that focuses on institutional change.
Future of Mental Health - Reverse Archaeology Event ReportJosinaV
Experiment in Reverse Archaeology: Exploring the Future of Mental Health Services was a hands-on workshop co-hosted by MaRS and CAMH (Centre for Addiction and Mental Health) on May 23rd, 2013. This session was held as a part of a series of meet-ups of health innovation centres, engaging forty health system innovators, service providers, and individuals with lived experience of mental health needs from across Southern Ontario.
Presentation Slides for Reverse Archaeology WorkshopJosinaV
These slides were presented at a reverse archaeology workshop on May 23rd hosted by MaRS and CAMH exploring the future of mental health. The workshop invited participants to bring the future of mental health services to life by filling bathroom cabinets with objects "found" in 2034.
Jim Greer, Vice President of Strategic Leadership and Design at Abrams Learning and Information Systems, Inc. (ALIS) presented at the 2013 World Disaster Management Conference. In this presentation, Jim discusses the use of Design Methodology for Catastrophic Incident Planning. To learn more about Design Thinking, the application of Design Methodology, and Planning, visit us at www.alisinc.com.
The Future of Specialized Health Care ProvidersJosinaV
This project is for the game-changers and rabble-rousers working within health care to create much needed transformation within the industry. For those that are frustrated with the way things are and seek a better future, this project is an example of the power of foresight to provoke deep insights and inform thoughtful strategic directions.
This project was completed by Phouphet Sihavong, Uma Maharaj, and Josina Vink as part of Ontario College of Art and Design University’s (OCADU) Master of Design in Strategic Foresight and Innovation (SFI) program in Toronto, Ontario.
Shaping Tomorrow is the world’s first, multi-award winning, and only AI-driven, systems thinking model that delivers strategic foresight and anticipatory thinking in real-time.
CEO / CXO Architecture - The missing piece in your BI&A architectureCorporater
Most CEOs and CXOs are not happy with the BI&A initiatives. There is an apparent gap between what insights/information the top management needs from IT, and what is delivered. In this presentation, you will get critical insights into what a BI&A architecture should contain in order to close this gap.
This presentation will help you understand the specific core building blocks needed to reach business outcomes, and how the BI&A architecture can serve this purpose – all viewed from a CEO/CXO’s perspective.
The world is morphing fast:
Low economic growth
Increasing uncertainty
Accelerating change
Increasing complexity
Digitalization
More chance of surprise
CMO vs CIO: Paths Forward to Collaboration on Collaboration - Ray Wang, Esteb...OpenKnowledge srl
CMO vs CIO: Paths Forward to Collaboration on Collaboration - Ray Wang (Constellation Research), Esteban Kolsky (ThinkJar), Keynote Speakers @ Social Business Forum 2013
Minimum viable concept (MVC) on continuous improvement and evolvement of maximising data intelligence usage and value across any business or organisation. Feedback, ideas and discussions are welcomed to improving the core fundamental ideas of this concept.
Visit for more info > https://madsigma.com/sGlwshpM
Latest version 2019.08.24
Shaping Tomorrow - Getting Started - IntroductionKerry Richardson
Equip yourself with AI-driven research, instant forward intelligence, auto scenarios & collaborative strategic thinking to plan your future & act in time.
The system helps you to define, gather, analyze, prioritize and distribute forward intelligence about products, customers, competitors, policies, strategies and your environment to support you in 'making better decisions today'.
The right learning delivered at the right time can have a significant impact on productivity, but when wrong, it can be a costly distraction. Organizations looking to create a competitive advantage have to deliver differentiated solutions to their people. As jobs become more specialized and the workforce increasingly diverse, the time for cookie-cutter learning programs has passed. To really increase the productivity of people in your organization, their experience needs to be personalized — the information and recommendations they receive and the actions they take must all be relevant and helpful.
Context-aware learning combines situational and environmental information with other information to proactively offer enriched, usable content, functions and experiences that are hyper-personalized and relevant to the receiver. By leveraging a broad range of information about an individual, this tailored learning creates significantly greater value.
Join Steve Parker, SPHR, and vice president at SumTotal Systems, the world’s leader in learning and the first provider of context-aware HR technology, to learn how to drive greater impact with your learning programs through context. You’ll learn:
How data drives context, and how to get the right data fast.
Why the right technology is important, and why you don’t have to get rid of what you already have.
How to put people, not process, at the center of your learning programs.
Join us for an exciting webinar on this significant breakthrough in learning delivery and break free from one-size-fits-all learning. With SumTotal, talent is boundless.
Mike Burrows: Up and down the Deliberately Adaptive Organisation – business a...Lviv Startup Club
Mike Burrows: Up and down the Deliberately Adaptive Organisation – business agility at every scale
Global Online PMDay
Website - https://opmday.org
Youtube - https://www.youtube.com/startuplviv
FB - https://www.facebook.com/edunomicaone
Concerned about disasters? Disaster Management Basics provides an overview of how to survive a disaster as an organization from assessment to planning.
Equip yourself with AI-driven research, instant forward intelligence, auto scenarios & collaborative strategic thinking to plan your future & act in time.
The system helps you to define, gather, analyze, prioritize and distribute forward intelligence about products, customers, competitors, policies, strategies and your environment to support you in 'making better decisions today'.
Becoming Data-Driven Through Cultural ChangeCloudera, Inc.
We've arrived at a crossroads. Big data is an initiative every business knows they should take on in order to evolve their business, but no one knows how to tackle the project.
This is the first in a series of webinars that describe how to break down the challenge into three major pieces: People, Process, and Technology. We'll discuss the industry trends around big data projects, the pitfalls with adopting a modern data strategy, and how to avoid them by building a culture of data-driven teams.
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Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
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This will be used as part of your Personal Professional Portfolio once graded.
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This briefing outlines the Abrams Learning and Information Systems, Inc. (ALIS) program to educate of planners, analysts and decision makers in strategic foresight, alternative futures and scenario-based planning.The ALIS, Inc. Program is IACET compliant. Continuing Education Units can be awarded.
Instructor Notes:What do we mean?What are some examples of acceleration relevant to your organization?What is a reframe?What are tightly coupled vs loosely coupled systems?The degree of interdependency affects coupling
Instructor Notes:Making present decisions with a eye on the future.What are some examples of that aspect of strategic planning from their work?What is the contribution of strategic foresight to Drucker’s definition?Does strategic foresight contribute to near-term decisions? If so, how?
Instructor Notes:Ask the students to describe the strategic planning approach their organization uses?Is it Sequential?Is it Segregating?Is it Rigid?Is it Procedural?Emphasize these models are all aimed at process. There is no content! No problem solving! No breadth and depth! No futures!
Instructor Notes:Definition from “Thinking About the Future” by Hines and BishopWhat leaps out from the definition? What word (s) did you key in on?How will your organization use the results of strategic foresight?
Instructor Notes:Strategic Foresight Methodology; a 6-step approachFrame the current environmentScan for trends, discontinuities, wild cards, and variablesForecast a range of alternative futuresDevelop a strategic vision based on futures implicationsConduct scenario-based planningProvide strategic guidance, strategic communications, a plan of action and a learning system.
Instructor Notes:Strategic Foresight Methodology; a 6-step approachFrame the current environmentSet conditions by building an effective teamUnderstand the rationale, purpose and objectives for the strategic foresight effortMap the current environment
Instructor Notes:Scanning is how we learn what we know in order to engage in strategic foresight, development of alternative futures and scenario-based planning.This is not possible without an organizational learning system. If we don’t have one, we must create one. Scanning must have both breadth and depth.
Instructor Notes:This is one of the most important concepts. Perhaps the most important takeaway from the entire module.The psycho-motor domain equates to training and has a very technical and physical focus.The cognitive domain equates to education and has a very mental focus.The affective domain equates to socialization and has a very moral focus.We have to learn in all three domains if we are to be effective in our strategic foresight efforts.Ask the group, where are current metrics (data collection for learning) focused?Why do we lag in affective learning?Our culture tends to be more technical.We are ethno-centric (we mirror image others rather than learning about them)We are drawn to quantitative vice qualitative assessmentsHow can affective learning improve our strategic foresight and resiliency?
Instructor Notes:The organization must learn in all three loopsMany organizations stay in the single loop modeTriple Loop learning is in all three domains.
Instructor Notes:STEEP = Social, Technological, Economic, Environmental, and PoliticalAdd – Bureaucratic, information, what others?Differentiate between the types of futures.Preferable – I win the lotteryProbably – I don’t win the lotteryPlausible – I get 4 or 5 numbers right and win a small amountPossible – I win $600 million in the Powerball
Instructor Notes:Goal is a strategic vision that is optimized across all probably futures and satisfices across plausible futuresAssumptions must be challenged, refined, rejected, proposed, testedImplications are critical to scenario-based planning that followsPosit an alternative future in which the US engages in a war in Korea with significant casualtiesWhat are the implications?What are the 2d and 3d order effects?What are the long-range consequences?What are some unintended consequences?What current assumptions do we have that would be invalidated?
Instructor Notes:Organizational innovation is both an individual and collaborative effortLeaders set the tone for innovation. As with most things, unless the leader creates conditions for and promotes innovation, it won’t happen. What might a leader do to promote creativity and innovation?What are considerations for allocating resources to innovation?Probability of outcomeRange of possible gainRiskDesperation?Creative capabilities resident in organization.What management practices will hinder innovation?BureaucracyRisk aversionBias“not invented here syndrome”“the way we’ve always done it” syndromeLack of confidence on the part of leaders
Instructor Notes:One of the critical aspects of strategic foresight is the transition to scenario-based planningScenarios are adjustments off the alternative futures from forecastingMore definition. Focus on what’s relevant to the major issuesUse the scenarios to develop and then synthesize strategic options.
Instructor Notes:Applied Design is an adaptation off the Army Design MethodologyFocuses on framing current and desired environmentIdentifying the problems getting from here to thereDevelop innovative solutions to those problemsAssess throughout planning and executionMake organizational adaptations as identified in conceptual or detailed planning
Instructor Notes:Scenario planning serves multiple purposes; not just strategic planningEffective scenarios are structured to address each of these requirementsWhich of the purposes do the members of the group think most important? Elicit answers from groupWhat other purposes might scenario-based planning serve? Elicit answers from group.Marketing/strategic communications supportAdoption of new roles and responsibilitiesArgument for resources
Instructor Notes:Without action strategic foresight is worthlessStrategic foresight enables effective Executive and strategic messaging. The Futures works enables the development of themes and messages and provides support for innovations and resource investments.Strategic guidance derived from foresight and scenario-based planning guides the future operations of the entire organization.Strategic foresight also provides insights into and the basis for what should be assessed and how.The organizational learning system put in place for strategic foresight is adapted to execution and assessment
Instructor Notes:Starting from an alternative future and the understanding of the trends, discontinuities, etcWe apply this process to develop scenariosUse brainstorming and affinity diagrams to develop ideas about the scenarioPut as much detail into the timeline as necessary
Instructor Notes:Strategic Foresight Methodology; a 6-step approachFrame the current environmentScan for trends, discontinuities, wild cards, and variablesForecast a range of alternative futuresDevelop a strategic vision based on futures implicationsConduct scenario-based planningProvide strategic guidance, strategic communications, a plan of action and a learning system.
This briefing outlines the Abrams Learning and Information Systems, Inc. (ALIS) program to educate of planners, analysts and decision makers in strategic foresight, alternative futures and scenario-based planning.The ALIS, Inc. Program is IACET compliant. Continuing Education Units can be awarded.