By Andy Hines
Thinking in regards to the Future, by way of Andy Hines and Peter Bishop, distills the services of 3 dozen senior foresight pros right into a set of crucial directions for undertaking profitable strategic foresight. offered in a hugely scannable but personable type, each one instruction comprises a proof and intent, key steps, a case instance, and assets for extra research. The a hundred and fifteen guidance are geared up into six sequential different types that replicate the levels of a strategic foresight job: Framing, Scanning, Forecasting, Visioning, making plans, and Acting.
This moment version supplied a chance to replace the examples for the tips the place they appeared dated. differently, the unique guidance are intact, within the related position and order. The extra major swap is the addition of a brand new part that gives particular “how-to” technique suggestion to complement the ideas. we now have been engaged on our method of doing and educating the way to do foresight tasks for the collage of Houston Foresight software because the booklet used to be released in 2007. The ensuing “framework foresight” approach is defined in part 7.0 using the Framework.
Executives will locate either the tips and the framework beneficial for knowing what it takes to effectively discover the long run, whereas analysts who actively perform strategic foresight tasks will locate the booklet an fundamental reference that they flip to repeatedly.
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Extra info for Thinking about the Future
2 Know the audience, advises practitioners to understand the client or client organization well enough to customize and tailor the process and the results for the best chance of success. These guidelines suggest there is no cookiecutter approach that works with everyone, and that the practitioner needs to understand in particular how the organization views the future. 3 Understand the rationale and purpose, gets to the heart of strategic foresight. It suggests a razorsharp focus at the outset of the activity on its desired outcomes.
The class can critique the role play and discuss the abilities and skills that participants should strengthen. Does the analyst use the guidelines or something similar? How? Why? Prepare and present a report on the findings to the class. The group’s additions can be rated and graded on the following criteria: strength of evidence, relevance, practicality, and ethics/legality. These suggestions are intended to improve learning through in-class or external exercises and interactions. The outcome will be more knowledge about guidelines of good practice, as well as the evaluative skills that govern their use.
A spreadsheet with financial calculations—strategic foresight often aims at more subtle goals, such as informing the mental models of decision-makers. Analysts therefore need to stay focused and not get sidetracked into producing just data and spreadsheets. 4 Set objectives, suggests the analyst translate the rationale and purpose into tangible outcomes. It is tempting, given the fuzzy nature of strategic foresight, to allow for fuzzy outcomes. So the practitioner must be precise about what he or she can—and cannot—deliver.