The Innovation team at the RNLI held a workshop using foresight techniques to explore potential future scenarios and develop strategic questions. Attendees prioritized key trends and insights that could impact the RNLI. They then created narratives describing how the RNLI could operate in future contexts. From these, the team generated questions about how the RNLI could adapt, such as how to identify future communities, collaborate with other organizations, and add value. These questions will inform a new foresight program to guide RNLI strategy.
During the COVID-19 Global Pandemic, there were multiple lessons provided to the world. In this talk, I set the stage for the discussion, highlight the issues we faced (and still face), I speak to an effort that contributed to help address one of those issues, then speak to future challenges and our responsibilities going forward.
We all use foresight every day, in a foresight-action cycle, to predict, create, and lead the future. Foresight professionals are anyone tasked to think about probable, possible, preferable, or preventable (“Four Ps”) futures, over any time horizon. Foresight is both a set of time-tested practices and emerging models of adaptiveness and values, rooted in psychology and complex systems research. The more we use good foresight practices, the better our futures become. This presentation is a brief intro to my new book, Introduction to Foresight: Personal, Team, and Organizational Adaptiveness, available on Amazon now (March 2022).
Babele - How to achieve collective intelligenceEmanuele Musa
Disruptive change and innovation, digital businesses, a new business paradigm are some of the most popular terms to describe the current business environment.
Behind these trendy words, there is one key concept - the world and business are changing at incredible speeds - and companies need to change with them.
Change and innovation are not any nicer to have for a company - they’re mandatory.
The business environment changes so rapidly, according to a Deloitte study, over 88% of the Fortune 500 companies from 1970, do not exist anymore. So the main question is - how can businesses change and keep on innovating?
Fostering intrapreneurship is one of the answers. But the big mistake would be to put too much faith on the innovator alone. According to Harvard professor Linda Hill: innovation is not about solo Genius, it is about collective genius.
Thus, it's only when these 2 trends collide that we can develop disruptive and sustainable solutions, that produce unprecedented levels of economic prosperity, environmental quality, and social equity, meeting the needs of present society without compromising resources for future generations.
During the COVID-19 Global Pandemic, there were multiple lessons provided to the world. In this talk, I set the stage for the discussion, highlight the issues we faced (and still face), I speak to an effort that contributed to help address one of those issues, then speak to future challenges and our responsibilities going forward.
We all use foresight every day, in a foresight-action cycle, to predict, create, and lead the future. Foresight professionals are anyone tasked to think about probable, possible, preferable, or preventable (“Four Ps”) futures, over any time horizon. Foresight is both a set of time-tested practices and emerging models of adaptiveness and values, rooted in psychology and complex systems research. The more we use good foresight practices, the better our futures become. This presentation is a brief intro to my new book, Introduction to Foresight: Personal, Team, and Organizational Adaptiveness, available on Amazon now (March 2022).
Babele - How to achieve collective intelligenceEmanuele Musa
Disruptive change and innovation, digital businesses, a new business paradigm are some of the most popular terms to describe the current business environment.
Behind these trendy words, there is one key concept - the world and business are changing at incredible speeds - and companies need to change with them.
Change and innovation are not any nicer to have for a company - they’re mandatory.
The business environment changes so rapidly, according to a Deloitte study, over 88% of the Fortune 500 companies from 1970, do not exist anymore. So the main question is - how can businesses change and keep on innovating?
Fostering intrapreneurship is one of the answers. But the big mistake would be to put too much faith on the innovator alone. According to Harvard professor Linda Hill: innovation is not about solo Genius, it is about collective genius.
Thus, it's only when these 2 trends collide that we can develop disruptive and sustainable solutions, that produce unprecedented levels of economic prosperity, environmental quality, and social equity, meeting the needs of present society without compromising resources for future generations.
Building Capacity for Innovation and Systems Change: Innovation Fellowship Pr...The Rockefeller Foundation
Achieving The Rockefeller Foundation’s goals to build resilience and advance inclusive economies requires moving beyond traditional approaches to problem-solving. New ways
of thinking and working are needed in order to have impact at scale. The Rockefeller
Foundation Global Fellowship Program on Social Innovation was designed to enable
leaders to innovate in order to address the underlying causes of complex social and
environmental challenges. With two successive cohorts of Fellowships now complete and
a third underway, the timing is right to reflect on what the Foundation is learning about
building individual and institutional capacity to innovate and drive systems change.
The Rockefeller Foundation has long recognized the importance of meaningful engagement of the private sector in addressing many of the world’s most complex problems. While many social sector leaders understand that engaging the private sector matters, far fewer understand how to do so, or the key questions one should consider before starting down this path of cross-sector collaboration. For instance: Why would a network want to include a company? Or conversely, why would a company want to participate in a network focused on social impact? Can social impact efforts deliver business value? What makes network relationships durable? And ultimately, what are the different needs around accountability, leadership, governance and mindset? To answer questions such as these, The Foundation and our partners at Monitor Institute, a part of Deloitte Consulting LLP, have created “PARTICIPATE: The power of involving business in social impact networks”—a handbook for social change leaders aspiring to effectively engage the private sector as authentic participants in the pursuit of social impact.
YouthSpeak is a global youth insight survey powered by AIESEC, the world's largest youth-led organization. We're launching on September 23, 2014. Join the global youth movement in activating 50,000 young people on sharing their opinions on what they care about.
Key Leadership Actions for Innovation: Solace Research 2016Joan Munro
This presentation summarises the findings from new Solace research on the key leadership actions for innovation in local government in the UK. The research was undertaken with senior and middle managers 12 UK local authorities with a reputation for innovation. It builds on previous research by the UK's Accelerating Innovation in Local Government Research Project.
The information in this brief is drawn from a case study of the JLN conducted by Mathematica Policy Research in consultation with the THS team and the Evaluation Office of The Rockefeller Foundation. The study, completed in 2016, was undertaken to assess the extent to which the JLN had achieved its goal of becoming a country-driven, sustainable network helping to advance progress toward universal health coverage in low- and middle-income countries.
Information Overload in the Attention EconomyOlivier Serrat
Information has become ubiquitous because producing, manipulating, and disseminating it is now cheap and easy. But might perceptions of information overload have less to do with quantity than with the qualities by which knowledge is presented?
A workshop we developed on digital leadership for HR professionals.
What is digital leadership?
How can you develop digital leadership?
Who is already doing this well?
The increasing complexity of development, coupled with the widening range of public, nonprofit, and private sector actors and the demand for more timely feedback, has challenged the utility of conventional approaches to M&E in many development contexts. Though emerging ICTs offer promise, the methodological rigor of tech-enabled M&E has sometimes been questioned and viewed as unreliable in contemporary evaluation debates.
Despite this broad reluctance, M&E innovators are already experimenting in this new space. By reflecting on ways in which these innovators have begun to navigate new territory, and by exploring the great potential for technology to further transform and advance traditional evaluation methods, this paper aims to highlight the current state of tech-enabled M&E while also maintaining a critical perspective which recognizes the limitations and inherent risks which evaluators should remain mindful of when engaging in this new and exciting space.
In addition to providing financial support for the paper, The Rockefeller Foundation supported the M&E Tech Conference and Deep Dive in the fall of 2014 to gather M&E practitioners, technology developers, and leadership from a range of organizations and institutions to discuss opportunities, challenges, and a way forward in strengthening capacity in the area of tech-enabled M&E.
42 257 представителей поколения «миллениалов» смогли высказать свое мнение об образовании, трудоустройстве и предпринимательстве в рамках опроса, проведенного AIESEC в партнерстве с PwC и при поддержке Кампании тысячелетия Организации Объединенных Наций, MY World и посланника Генерального секретаря ООН по делам молодежи.
Согласно отчету YouthSpeak, поколение «миллениалов» все больше волнует увеличивающийся разрыв между профессиональным образованием и трудоустройством. Университеты не озабочены тем, смогут ли представители поколения «миллениалов» достичь своих целей в будущем, а работодатели не стремятся поддерживать с ними контакты, способствующие их будущему трудоустройству. Поэтому преподаватели и работодатели, которые, в отличие от большинства, поддерживают тесные связи с поколением «миллениалов», выделяются на фоне остальных в погоне за молодыми и жизненно необходимыми компаниям квалифицированными специалистами.
Building Capacity for Innovation and Systems Change: Innovation Fellowship Pr...The Rockefeller Foundation
Achieving The Rockefeller Foundation’s goals to build resilience and advance inclusive economies requires moving beyond traditional approaches to problem-solving. New ways
of thinking and working are needed in order to have impact at scale. The Rockefeller
Foundation Global Fellowship Program on Social Innovation was designed to enable
leaders to innovate in order to address the underlying causes of complex social and
environmental challenges. With two successive cohorts of Fellowships now complete and
a third underway, the timing is right to reflect on what the Foundation is learning about
building individual and institutional capacity to innovate and drive systems change.
The Rockefeller Foundation has long recognized the importance of meaningful engagement of the private sector in addressing many of the world’s most complex problems. While many social sector leaders understand that engaging the private sector matters, far fewer understand how to do so, or the key questions one should consider before starting down this path of cross-sector collaboration. For instance: Why would a network want to include a company? Or conversely, why would a company want to participate in a network focused on social impact? Can social impact efforts deliver business value? What makes network relationships durable? And ultimately, what are the different needs around accountability, leadership, governance and mindset? To answer questions such as these, The Foundation and our partners at Monitor Institute, a part of Deloitte Consulting LLP, have created “PARTICIPATE: The power of involving business in social impact networks”—a handbook for social change leaders aspiring to effectively engage the private sector as authentic participants in the pursuit of social impact.
YouthSpeak is a global youth insight survey powered by AIESEC, the world's largest youth-led organization. We're launching on September 23, 2014. Join the global youth movement in activating 50,000 young people on sharing their opinions on what they care about.
Key Leadership Actions for Innovation: Solace Research 2016Joan Munro
This presentation summarises the findings from new Solace research on the key leadership actions for innovation in local government in the UK. The research was undertaken with senior and middle managers 12 UK local authorities with a reputation for innovation. It builds on previous research by the UK's Accelerating Innovation in Local Government Research Project.
The information in this brief is drawn from a case study of the JLN conducted by Mathematica Policy Research in consultation with the THS team and the Evaluation Office of The Rockefeller Foundation. The study, completed in 2016, was undertaken to assess the extent to which the JLN had achieved its goal of becoming a country-driven, sustainable network helping to advance progress toward universal health coverage in low- and middle-income countries.
Information Overload in the Attention EconomyOlivier Serrat
Information has become ubiquitous because producing, manipulating, and disseminating it is now cheap and easy. But might perceptions of information overload have less to do with quantity than with the qualities by which knowledge is presented?
A workshop we developed on digital leadership for HR professionals.
What is digital leadership?
How can you develop digital leadership?
Who is already doing this well?
The increasing complexity of development, coupled with the widening range of public, nonprofit, and private sector actors and the demand for more timely feedback, has challenged the utility of conventional approaches to M&E in many development contexts. Though emerging ICTs offer promise, the methodological rigor of tech-enabled M&E has sometimes been questioned and viewed as unreliable in contemporary evaluation debates.
Despite this broad reluctance, M&E innovators are already experimenting in this new space. By reflecting on ways in which these innovators have begun to navigate new territory, and by exploring the great potential for technology to further transform and advance traditional evaluation methods, this paper aims to highlight the current state of tech-enabled M&E while also maintaining a critical perspective which recognizes the limitations and inherent risks which evaluators should remain mindful of when engaging in this new and exciting space.
In addition to providing financial support for the paper, The Rockefeller Foundation supported the M&E Tech Conference and Deep Dive in the fall of 2014 to gather M&E practitioners, technology developers, and leadership from a range of organizations and institutions to discuss opportunities, challenges, and a way forward in strengthening capacity in the area of tech-enabled M&E.
42 257 представителей поколения «миллениалов» смогли высказать свое мнение об образовании, трудоустройстве и предпринимательстве в рамках опроса, проведенного AIESEC в партнерстве с PwC и при поддержке Кампании тысячелетия Организации Объединенных Наций, MY World и посланника Генерального секретаря ООН по делам молодежи.
Согласно отчету YouthSpeak, поколение «миллениалов» все больше волнует увеличивающийся разрыв между профессиональным образованием и трудоустройством. Университеты не озабочены тем, смогут ли представители поколения «миллениалов» достичь своих целей в будущем, а работодатели не стремятся поддерживать с ними контакты, способствующие их будущему трудоустройству. Поэтому преподаватели и работодатели, которые, в отличие от большинства, поддерживают тесные связи с поколением «миллениалов», выделяются на фоне остальных в погоне за молодыми и жизненно необходимыми компаниям квалифицированными специалистами.
Discover how networking can help your business grow including details or our new niche networking event The Chain Gain. Brought to you by The Debt Recovery Bureau and SJ Financial Solutions.
Majakani aceh adalah ramuan herbal yang bermanfaat untuk mengatasi segala keluhan kewanitaan. Informasi hubungi 085721499521 / BBM 546609A8 atau Anda dapat juga mengirimkan email ke CS@ManjakaniKanza.org
As researchers, it can be difficult to remain objective when undertaking long-term, ethnographic studies or in emotionally charged, subjective situations. As a Social Anthropology student at university I undertook an ethnographic research project of a “gay church” (the Metropolitan Community Church), initially wanting to understand the importance of religion to a community whose identity is at odds with traditional religious beliefs.
My own identity meant I struggled to put aside my focus, and admittedly assumptions, as I attempted to remain objective in an incredibly personal and subjective culture. By trying so hard to remain a passive observer, I distanced myself from my own identity and experiences.
It is still the project I think back to, to remind myself that we can never be truly objective, and in aiming for objectivity we need to remember who we are and what our experiences may lead us to assume about others. This talk will discuss the way we can risk losing a connection with a community by focusing on a project brief or our own assumptions.
Fresh thinking begins with exploration. As you plan for how your organization will overcome nascent obstacles and meet emerging needs, consider the approaches introduced here to better incorporate innovation and design methodologies to evolve your organization.
Fundraising Online 2015: Adapting to a Changing World - The Innovation Impera...Colin Habberton
This presentation was delivered during the Fundraising Online 2015 conference hosted by Resource Alliance on 1 May 2015. The latest megatrends in technology are discussed in the context of innovation theory with the intention to inspire and challenge nonprofits and specifically their fundraising teams to think about how the tools of today and skills of yesterday can deliver the solutions of resilience of tomorrow.
Future of Philanthropy – Final Report
We are very pleased to share the full report from our Future of Philanthropy programme. A PPT document is on https://www.slideshare.net/futureagenda2/future-of-philanthropy-2018-global-insights-summary
Amazon link is https://www.amazon.co.uk/dp/1987692608
This report is the detailed synthesis of insights gained from multiple discussions around the world. It brings together views on how philanthropy is expected to change in the next decade from a wide range of experts from 9 workshops on 4 continents undertaken over the past 12 months in Mumbai, Singapore, Kuala Lumpur, Oxford, London, Washington DC, Quito and Dubai.
This decade sees philanthropy at a pivotal point. The evolving geopolitical landscape, the rapid creation of new wealth and a greater awareness of how philanthropy can create social change have already led to exciting innovation and new thinking. This is influencing approaches to giving and social responsibility across the world.
During our conversations three interconnected drivers of change for the next decade were identified. These are Power, Knowledge and, inherent to both of these, Trust. They will shape the evolution of philanthropy over the next decade. The report examines 52 sub-insights and explores regional differences in perspective.
This report is written for anyone with an interest in philanthropy and how to make it more effective with higher impact in the future. It will be useful to individuals, charities and other NGO’s, businesses and governments as well as advisors to each of these audiences. As Badr Jafar, our Global Patron, states in his foreword “No one can predict the future, yet we can strive to become better informed about what is ahead and use that information to be better change makers, enablers and impact-driven almsgivers.”
The Future of Philanthropy Programme was organised in partnership with a number of leading organisations around the world. We would like to acknowledge and thank them for their collaboration and support. In particular we would like to thank Badr Jafar for his continued support of the initiative and all of our Regional Hosts – Mohammed Bin Rashid Al Maktoum Global Initiatives, Feedback Labs, Global Giving, Asobanca, Quito Consejo Metropolitano de Responsabilidad Social, Ankur Capital, Roads Ahead Consulting, The Lien Centre for Social Innovation at Singapore Management University, Asian Venture Philanthropy Network, Alpha Catalyst Consulting, The Skoll Centre for Social Entrepreneurship at Said Business School, Oxford, The Fore, New Philanthropy Capital and the British Asian Trust.
We would like to thank Professor Cathy Pharoah, Visiting Professor of Charity Funding and Co-Director of the Centre for Charitable Giving and Philanthropy at Cass Business School for writing the initial perspective on the topic. Finally, we would also like to thank The Pearl Initiative and Philanthropy Age in supporting the sharing of this report.
Future of Collaboration - ISPIM - Budapest - 15 June 2015Future Agenda
As part of the global future agenda programme we ran an event in partnership with ISPIM in Budapest in June 2015. This focused on the future of collaboration and drew together different issues raised about collaboration from several strands of the future agenda events to date. The aim of the event wss to critique, enhance, add and build a clearer view of how collaboration will change over the next decade and what will be some of the key impacts and implications. This documents includes both the key ouputs and the starting point for this discussion.
Delivering value through data future agenda 2019Future Agenda
Delivering value through data - final report. Throughout 2018, Future Agenda canvassed the views of a wide range of 900 experts with different backgrounds and perspectives from around the world, to provide their insights on the future value of data. Supported by Facebook and many other organisations, we held 30 workshops across 24 countries in Africa, Asia, the Americas, and Europe. In them, we reviewed the data landscape across the globe, as it is now, and how experts think it will evolve over the next five to ten years.
The aim? To gain a better understanding of how perspectives and priorities differ across the world, and to use the diverse voices and viewpoints to help governments, organisations, and individuals to better understand what they need to do to realise data’s full potential.
We are not aware of any other exercise of this scale or scope. No other project we know of has carefully and methodically canvassed the views of such a wide range of experts from such a diverse range of backgrounds and geographical locations. The result, we hope, delivers a more comprehensive picture of the sheer variety of issues and views thrown up by a fast-evolving ‘data economy’ than can be found elsewhere. And, by providing this rich set of perspectives, we aim to help businesses and governments - to develop the policies, strategies, and innovations that realise the full potential of data (personal, social, economic, commercial), while addressing potential harms, both locally and globally.
For more details see the dedicated website www.deliveringvaluethroughdata.org
The World in 2025 - Future Agenda (2016)Future Agenda
What are the big issues for next decade? The World in 2025 is the full synthesis of insights from the second Future Agenda programme undertaken in 2016. From 120 discussions with thousands of informed people in 45 cities across 35 countries, we gained over 800 insights on the next decade. From these we identified and detailed over 60 key areas of change - those are all shared feely on the future agenda website (www.futureagenda.org).
This document brings all of these insights together in a single pdf for you to use. It is a free book shared under the Creative Commons Attribution Non Commercial 3.0 licence. We hope that you find it a useful view of how people around the world see change occurring over the next decade.
PLEASE NOTE: This book is also available at cost for local digital printing via Amazon and Create Space
https://www.amazon.co.uk/World-2025-Insights-Future-Agenda/dp/0993255426
https://www.amazon.com/World-2025-Insights-Future-Agenda/dp/0993255426
https://www.createspace.com/6656252
What are the big issues for next decade? The World in 2025 is the full synthesis of insights from the second Future Agenda programme undertaken in 2016. From 120 discussions with thousands of informed people in 45 cities across 35 countries, we gained over 800 insights on the next decade. From these we identified and detailed over 60 key areas of change - those are all shared feely on the future agenda website (www.futureagenda.org).
This document brings all of these insights together in a single pdf for you to use. It is a free book shared under the Creative Commons Attribution Non Commercial 3.0 licence. We hope that you find it a useful view of how people around the world see change occurring over the next decade.
Russian anarchist and anti-war movement in the third year of full-scale warAntti Rautiainen
Anarchist group ANA Regensburg hosted my online-presentation on 16th of May 2024, in which I discussed tactics of anti-war activism in Russia, and reasons why the anti-war movement has not been able to make an impact to change the course of events yet. Cases of anarchists repressed for anti-war activities are presented, as well as strategies of support for political prisoners, and modest successes in supporting their struggles.
Thumbnail picture is by MediaZona, you may read their report on anti-war arson attacks in Russia here: https://en.zona.media/article/2022/10/13/burn-map
Links:
Autonomous Action
http://Avtonom.org
Anarchist Black Cross Moscow
http://Avtonom.org/abc
Solidarity Zone
https://t.me/solidarity_zone
Memorial
https://memopzk.org/, https://t.me/pzk_memorial
OVD-Info
https://en.ovdinfo.org/antiwar-ovd-info-guide
RosUznik
https://rosuznik.org/
Uznik Online
http://uznikonline.tilda.ws/
Russian Reader
https://therussianreader.com/
ABC Irkutsk
https://abc38.noblogs.org/
Send mail to prisoners from abroad:
http://Prisonmail.online
YouTube: https://youtu.be/c5nSOdU48O8
Spotify: https://podcasters.spotify.com/pod/show/libertarianlifecoach/episodes/Russian-anarchist-and-anti-war-movement-in-the-third-year-of-full-scale-war-e2k8ai4
Presentation by Jared Jageler, David Adler, Noelia Duchovny, and Evan Herrnstadt, analysts in CBO’s Microeconomic Studies and Health Analysis Divisions, at the Association of Environmental and Resource Economists Summer Conference.
A process server is a authorized person for delivering legal documents, such as summons, complaints, subpoenas, and other court papers, to peoples involved in legal proceedings.
What is the point of small housing associations.pptxPaul Smith
Given the small scale of housing associations and their relative high cost per home what is the point of them and how do we justify their continued existance
Many ways to support street children.pptxSERUDS INDIA
By raising awareness, providing support, advocating for change, and offering assistance to children in need, individuals can play a crucial role in improving the lives of street children and helping them realize their full potential
Donate Us
https://serudsindia.org/how-individuals-can-support-street-children-in-india/
#donatefororphan, #donateforhomelesschildren, #childeducation, #ngochildeducation, #donateforeducation, #donationforchildeducation, #sponsorforpoorchild, #sponsororphanage #sponsororphanchild, #donation, #education, #charity, #educationforchild, #seruds, #kurnool, #joyhome
Canadian Immigration Tracker March 2024 - Key SlidesAndrew Griffith
Highlights
Permanent Residents decrease along with percentage of TR2PR decline to 52 percent of all Permanent Residents.
March asylum claim data not issued as of May 27 (unusually late). Irregular arrivals remain very small.
Study permit applications experiencing sharp decrease as a result of announced caps over 50 percent compared to February.
Citizenship numbers remain stable.
Slide 3 has the overall numbers and change.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
ZGB - The Role of Generative AI in Government transformation.pdfSaeed Al Dhaheri
This keynote was presented during the the 7th edition of the UAE Hackathon 2024. It highlights the role of AI and Generative AI in addressing government transformation to achieve zero government bureaucracy
2. SUMMARY
The Innovation team successfully demonstrated the power of using
foresight techniques and ‘futures thinking’ to stimulate debate and
inform future oriented strategic thinking within the RNLI.
Using insights emergent from the World’s leading foresight programme
(Future Agenda), senior managers from across the business developed
compelling future narratives and future oriented questions that may
now be collaboratively explored by the RNLI Innovation team. The
answers to these questions will then subsequently be used to inform
our future strategic direction.
The event attracted lots of positive feedback from attendees and the
team has already received requests to support a number of existing
work packages with foresight work, including those owned by
Corporate Strategy.
3. Background
The RNLI strategy is 100% aligned to achieving our mission. It is developed by taking
into account current trends and insights, making implicit assumptions about the World
the RNLI will occupy 20 years from now. However, that ‘future world’ is actually one of
many, spread along a variety of different axes – political, economic, technological,
societal etc.
The first objective of this workshop was to use foresight techniques to explore these
alternative future worlds and stimulate the challenging of some of our assumptions
about the future.
The second objective of the workshop was to then use this conversation as a
foundation from which to generate future oriented questions that could then
potentially be addressed by the RNLI Innovation community. If we develop questions
with our heads in the ‘Now’, by the time a solution is developed, the window of
opportunity for it to be truly disruptive and create new value is significantly narrowed.
If we put our heads in the future and ask questions about how we may solve future
(10yrs +) challenges, you increase the likelihood of creating interim and final outputs
that are truly positively disruptive.
4. The Future Agenda
• The workshop used insights from the not-for-profit “Future Agenda”
programme as a springboard / stimulus for talking about the future.
• The insights we used had been collated from workshops with over 5000
people World wide and are a great indication of what people are most
concerned / excited about when thinking about the future. You can learn
more here
• Our facilitator for the day, Patrick Harris, of Growth Agenda / Thought
Engine was heavily involved with the programme.
5. Workshop flow
Introductions and “What is Foresight?”
• Intro to Foresight thinking
• How does it fit with current strategy development?
Open discussion
• Explore and discuss insights and outputs from the Future Agenda global foresight
programme.
Prioritise
• Prioritise! (High/Med/Low)
• What insights will have most impact upon wider society / the organisation?
Narrative development
• Develop a story / narrative about the future where the prioritised insights have been
realised.
Question development
• Use the story to develop questions about the role of the RNLI in the future context.
6. Introductions and “What is Foresight?”
•Intro to Foresight thinking
•How does it fit with current strategy development?
Before kicking off in earnest, we got to know each other a
little and what our current thoughts were about the
future, 10yrs from now…
Boundaries and
borders
Energy –
rebalancing the
economy
Education – What
role will Artificial
intelligence &
social learning
play?
Resource wars &
consequent migration -
siege mentality in W
Europe and North
America
Political
devolution –
weak central
governments
Tech leading to
extended lifespans
and ageing
demographic
Individualisation
– personalisation,
expression of
best and worst
Big Data –
surveillance,
privacy
Big Issues – will
much change
fundamentally?
Growing Inequality
– inevitable or will
society organise &
take action?
7. Open discussion
•Explore and discuss insights and outputs from the Future Agenda global foresight programme.
We held an open forum to discuss some of the Insights emerging from the Future Agenda
foresight Programme, trying to keep our heads in the ‘Global’ mind set and not diving into
becoming ‘RNLI focussed’ too early. It was a powerful tool in untying people from their
current role and the constraints associated with those roles. We learnt a lot about the person
behind the job title. Themes included the Future of Water, Brand, Loyalty, Government…
8. Prioritise
•Prioritise! (High/Med/Low)
•What insights will have most impact upon wider society / the organisation?
Groups were asked to prioritise
insights based on their potential
impact on their ‘World’.
Responses varied based on the
perspective they took...
9. HIGH PRIORITIES
- All four groups placed these Insights as high priorities
• Crypto-anarchists
• Infeasible retirement
• The talent challenge
• Influence of China
• The funding challenge
• Closing the inequality gap
• Pop up economies
• The climate change challenge
• The third space for data
• Citizen-centric data
• Digital engagement
• Age diversified workforces
10. HIGH-ISH PRIORITIES
- Two groups placed these foresights as high priorities
• Water Wars
• Readiness for water scarcity
• Chronic diseases
• Collaboration and trade-offs
• Changing role of government
• Joining the dots (Increasing collaboration via social networks)
• Increased well-being
11. POTENTIAL BLINDSPOTS*
-Issues rated relatively ‘LOW IMPACT’ by three groups. Beware strategic surprise…
• Political Stimulus
Political consensus creates the conditions for a societal and business operating context
more focussed on resource efficiency – including a long-term focus, fiscal stimulus,
skills development and greater cross-border collaboration
• Hard Choices
In a society where there is a widening gulf between rich and poor, the rich may live
increasingly separate lives and provide for their own ‘public services’
• Crowd Truthing
Such is the influence of the rising data swirl that ‘truth’ may well become what the
online crowds agree to: We see a world where ‘crowd truth verification’ is prioritised
over search and media
*the things that we don’t think are important at the time and so don’t pay any attention to!
12. Narrative development
•Develop a story / narrative about the future where the prioritised insights
have been realised.
For the high priority insights, we then linked them
together to create compelling stories and future
contexts, and pitched them back to the larger group
for feedback.
13. Exemplar narrative: Using the insights above, we created the following narrative:
“In the future, an educated and digitally empowered global, connected society will exploit open
data sources to reveal globally impactful trends affecting society. They will be frustrated at
governments speed of response / inaction and look to businesses to develop and deliver the
solution. Businesses will do so as ‘global mindedness’ is now a key organisational pillar of value”.
14. Narrative notes:
“Social activism driven by data”
• What is the situation today, what is changing?
• Climate change & inequality gap
• More information and data enables greater awareness and understanding
• Speed of information /image transfer around the world – rapid reaction
• Business wanting to be seen as responsible in the eyes of society
• Inequality across all dimensions – Political, opinion, £/$, enables individual
bravery
• Part of global community. Greater discussion about issues
• Risk of knowing only a little about a lot of things
• Knowledge democratised. Everyone feels they should have a voice. Social
activism more transitory
• Situation in 2025?
• Increased opportunity for organisation to take facilitating role, to be conduit
of public opinion Nodes / filters
• 50 billion connected devices by 2020 (Data)
• Developments to extract the signal from the noise (data created by society)
• Possibly too much information, too many causes / issues, causing overload.
• Businesses as opposed to government have a bigger role to play – creating
value / net positive is the new norm
• Wider social value is a key decision metric for purchasing decisions
(Resources)
• Specific examples of the change?
• Net positive – Kingfisher group, Eden Project, Crowd sourcing Cells / planets,
Opendata.gov, Degree online / OU, Malala being shot / female educaion, head
scarves
• Get kids out of gangs and into coffee (Kenco)
• IoW boatyard – built an inflatable raft (Low cost / rapidly deployable
• Assumptions we’re making?
• People still care, not paralysed by the number of causes
• UK still wants to be global leader (Thought and action)
• Own knowledge and culture, west is best?
• Tech advances can keep pace with demand for knowledge and data
• Knows and don’t knows creates as big a gap as haves and have nots.
• Do we all know, understand and agree on what is best?
• Islandmentality – do not fundamentally shift to ‘our country first’
mentality with resource
• Impact globally? Impact Regionally?
• Globally business cares more and takes more posiive decisions about ‘doing’
good, Increased speed of response
• Regionally greater accountability and action, greater demand, authentic,
honest, transparent decision making.
• Data philanthropy enables greater focus and targeted intervention. Micro vs
macro needs
• Key q’s for RNLI to remain relevant to communities in
2025
• How far to we devolve responsibility to deliver our mission to partnering
profit-making organisations and local communities.
• How might we increase the granularity of the data we collect, informing our
interventions and then how do we make it available to communities to
enable them to take action.
• Will ends become more important than means?If we are judged on our
impact and the difference we make, will we be more open to working in new
ways?
• How do we add real value to the communities where we operate? How do
we encourage society to change and Care (value based organisation). How
prepared are we to care about the things communities care about?
• How do you find and identify the communities?
15. Narrative notes: “Evolution – an
organisation flourishing in the future”
• What is the situation today, what is changing?
– Issue led groupings
– Ephemeral
– More flexibility for people to move between trives
• Situation in 2025?
– More transient relationships and transactional
– More informed society and based on data
– More free time, ageing population, more engaging
societal changes lead to tribal loyalties
• Specific examples of the change?
– Later life internships
– Sabaticals
– Joob swaps . Shares
– Less security
– Open source and open data
– Flash engagement (about the activity)
– ICE Bucket challenge - Who knew what the cause was?
• Assumptions we’re making?
– Economic, climate
– Freedom of choice
– Maslow scale
– Issue overload
• Impact globally? Impact Regionally?
– Short termism
– Missing the big one
– Community lead causes
• Key q’s for RNLI to remain relevant to communities in
2025
– How do the RNLI maintain the appropriate engagement
at the right level?
– Are we quick and flexible enough to change and rate of
change?
– Issues – small things that galvanise people without
missing the bigger picture
– Flexible working and volunteering. More transactional
volunteering. How do we take advantage?
16. Narrative Notes:
“Delivering more for less…”
• What is the situation today, what is changing?
– Traditional business models are changing
– Individuals can have a bigger impact with technology
– Government is done less
– Tech changing the way we are working together
• Situation in 2025?
– Businesses are less tangible
– Small government rather than big government
– Working week changes
– Global workforce (online)
• Specific examples of the change?
– Reluctance of central government to fund some
emergency services provided currently
– Air B&B, UBER, Tinder, Bristows, Experts exchange
• Assumptions we’re making?
– Society will adapt to flexible working and living together
– Benefits of short-term business relationships outweigh
risks for business
– Trust between business and customers Air B&B vs
Travelodge
• Impact globally? Impact Regionally?
– Laptop sweatshops? More / Less inequality?
– More home working
– Increased global productivity
– Agile business models
• Key q’s for RNLI to remain relevant to communities
in 2025
– Remain open minded about services RNLI provides –
integration with NHS and Fire and Rescue Services &
SAR Helicopters
– How do we define communities in 2025? How do we
manage to keep our identity? Does it remain the
same?
– Will RNLI core services (LB&LG) be in demand in 2025?
– Does fleet size and age meet business model?
– Need to achieve the balance between good corporate
identity for fundraising – and ensuring open and
collaborative approaches to working with other NGO’s
17. Narrative notes:
“Power of the people…”
• What is the situation today, what is changing?
– Rise of groups of people (Occupy) passionate about
issue, not necessarily informed or balanced, fleeting
groundswells
– Virtual groundswell that forms a catalyst – challenge to
established ways of working
– Breakdown of trust in governments
• Situation in 2025?
– Society becomes less tolerant, more easily offended.
Groupsbecome more agile, using technology, groups
join forces
– Increases in trends, need to collaborate and unusual /
unorthodox alliances
• Specific examples of the change?
– Paralysis of authority – difficulty in sticking to decisions
e.g. St Abbs and migrant policy
– Paedophile vs paediatric nurse
– Crowd truthing – Olive Cook and changes to Charitable
governance
– UKIP / Greens, Julian Assange, Wikileaks,Snowden
• Assumptions we’re making?
– I want to be an individual, just like my friends…
– People will follow a crowd
– Tribal, sense of belonging
• Impact globally? Impact Regionally?
– Less stable, more reactive (Good and bad)
– Global interest in local issues (positive or negative)
• Key q’s for RNLI to remain relevant to communities in
2025
– Communities own their own destinies, RNLI governance
decreases
– Impact on Customer Journeys, no longer linear
18. Question development
•Use the story to develop questions about the role of the RNLI in the future scenario.
•Questions, when answered, should allow the RNLI to remain relevant to communities
10years from now. From the stories and future world scenarios, we subsequently developed
questions that the RNLI may wish to now explore. Such exploration could
then be used to inform our future strategic direction.
How might we predict
what RNLI communities
look like in 2025?
How might we integrate
with other lifesaving
community services?
How might we keep our
identity? (Or does it
change?)
How might we look if
there is no longer any
demand for our core
LB/LG services?
How might we
collaborate with NGOs
but keep a distinct
brand Identity?
How might RNLI
governance look if
communities are highly
autonomous?
How might the dis-
continuous ‘Supporter
Journey’ of the future
look?
How might the dis-
continuous ‘Supporter
Journey’ of the future
look?
How might we make big
data available to
communities to inform
their decision making?
19. Question development 2
•Use the story to develop questions about the role of the RNLI in the future scenario.
•Questions, when answered, should allow the RNLI to remain relevant to communities
10years from now. From the stories and future world scenarios, we subsequently developed
questions that the RNLI may wish to now explore. Such exploration could
then be used to inform our future strategic direction.
How might we increase the
granularity of the data we
collect, informing our
interventions?
How might we find and
identify future RNLI
communities?
How far might we devolve
our responsibility to profit
making organisations
(and communities)?
How might we add real
value to the communities
where we operate?
How might we
encourage society to
change and to care?
How might RNLI
governance look if
communities are highly
autonomous?
How might we begin to
care about the wider things
that our communities care
about?
Will the ends become
more important than
the means?
How might we work if we
were judged on impact
alone?
20. • These questions will now be prioritised
according to impact (if solved)
• A programme proposal to tackle the higher
ranked challenges will then be created, and
circulated for comment and buy in.
• This will be owned by Innovation in
Transformation, and sponsored by a core VS.
From question to answer
21. Next Steps
Task Owner Delivery by
Share report with attendees
and on Yammer
Innovation (WR) 20/10/2015
Solicit future foresight work
opportunities / needs
Innovation (JG/WR) 31/10/2015
Rank / prioritise questions
developed in workshop
All, led by Innovation 31/10/2015
Develop plan for RNLI Foresight
programme
Innovation (TR) 15/12/2015
Deliver first Foresight event Innovation (TR) 28th February 2016
22. Will Roberts
will_roberts2@rnli.org.uk
01202 336265
Contact Details
Tim Robertson
Tim_robertson@rnli.org.uk
01202 336265
Please fee free to drop any one of us a line if you would like to know more, help us run your
own futures event, or attend any future events as an active participant.