Practical Foresight Guide

Preface

Author: Dr Michael Jackson, Founder, Shaping Tomorrow

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Preface
In recent years there has been a growing interest in
collective strategic foresight under increasing
uncertainty both within organizations and in
literature on strategic thinking. But, framework
systems to help organizations properly structure
foresight activities to aid faster and better decision-
making and rapid increases in performance are sadly
lacking.

This encyclopaedic handbook provides commercial,

not-for-profit, academia, government organizations
and future-interested people with the concepts and practical approaches to develop systematic,
collaborative foresight capabilities with limited external help and at low cost:

● The theory behind and benefits to be gained from adopting practical foresight.
● Practical guidance on how to accomplish specific foresight tasks.
● Information and examples of best and next practice.
● Advice on designing strategic foresight projects and programs.
● A reference guide.
● A refresher and reminder of ways to approach different issues.
● The ingredients to achieve successful outcomes and observable improvements.
● The potential to create "disruptive" innovation.
● Bulleted check-lists to remind, provoke, and ensure completeness.
The handbook has been designed in eleven sequential chapters, for ease of reference:

Foresight, Questioning, Methods, Scanning, Planning, Acting, Networking, Changing, Your future, Reading,
Glossary

The handbook is a stop on the journey to the future; not a destination. As such it suggests a provisional
general framework of research and analysis that clearly defines how all strategic foresight activities can be
carried out by any organization willing to invest in better ensuring its future survival and success.

The handbook is intended to provide ideas on how to think about, anticipate and adapt to the future, but is
not a book to determine specific questions about what is on the horizon or the suggested best response;
that’s your job!

Who is it for?
This handbook is for people who are:

● Charged with designing and running foresight programs and projects.

● Engaged in change management.
● Seeking to inspire, engage, and enable other collaborators interested in knowing answers to how
the future may turn out.

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 ● Wanting to be true leaders of their communities and next practice thought leaders including:

● Executives ● Management developers

● Planners ● Business developers
● Risk assessors ● Entrepreneurs
● Innovators ● M&A analysts
● Trend watchers ● Students of foresight
● Marketers ● Consultants
● Change agents ● Futurists
● Portfolio managers ● Policy makers
● Intelligence advisers ● Educators
● Warning officers ● R&D leaders
● Designers

Quote
"It is not the strongest of the species that survives, nor the most intelligent, but rather the one most
responsive to change."
(Charles Darwin)

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 Practical Foresight Guide

Chapter 1 – Foresight

Author: Dr. Michael Jackson, Founder, Shaping Tomorrow

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 Table of contents

1. Foresight ...................................................................................................................... 3
1.1 Strategic leadership ................................................................................................... 10
1.2 Opportunity and risk management.................................................................................. 13
1.3 Imagining the future .................................................................................................. 15
1.4 Learning organization ................................................................................................. 17
1.5 Learning from the past................................................................................................ 19
1.6 Overcoming roadblocks ............................................................................................... 21

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1. Foresight
The world today

Most significant changes affecting organizations know no borders or markets and affect every part of
society today. Countries, governments, businesses, and institutions continue to witness ever increasing
surprise as complexity increases. New surprises impact us far faster, and more profoundly, than we might
think, e.g., pandemics, changing weather conditions, terrorist events, health crises, altered social values,
economic and political uncertainties, and technological advances.

Organizations, too, face additional new challenges including

 severe competition

 market convergence

 new entrants

 high volatility in all aspects of their activities

 growing dispersive expertise

 rapid information sharing across increasingly porous boundaries

 emergence of new business models

 investors demand for repeatable, successful growth

The world tomorrow?

Today’s, global trends, uncertainties, and surprises have the potential to significantly change the way the
world works tomorrow.

 Greater prospects for global, national, and local disruption and shock are increasingly in evidence.

 Forecasting models projecting past patterns can therefore no longer be relied upon to predict the
future.

An increasing number of drivers are reshaping companies’ business contexts. Drivers include
climate change, globalization, new technology, regulatory change, demographics, and new
consumer values.

 Shaping the world we want to live in means being more aware of the future and seeking better
approaches.

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Those who spot new trends through strategic foresight and exploit them early have competitive advantage
over their less prepared rivals. Studies show that those that create, join quickly and then leave an
emerging market just before it peaks are those achieving the best performance. How do they do that?

The answer lies in their drive for a more agile and resilience-focused approach to being smart and forward-
thinking. They have learned that continually searching for emerging trends, tipping points and weak signals
is a vital intelligence tool to help them survive and thrive in an ever more competitive future.

Periodic and episodic analysis is no longer enough to cope with rapid change; real-time recognition,
interpretation, and action on issues are required to reduce roadblocks to on-going competitiveness.
Consider those who were prepared for the financial crisis and could see it coming and those who were not
and blindly pursued existing strategies. Most financial organizations and governments ignored the normal
boom and bust cycle and just held their course. Even the British Prime minister jumped on board declaring
the cycle a thing of the past. How wrong he and the financial organizations were.

But, the promise of a coming recession had been widely touted as growth deteriorated and warnings of
looming recession were regularly given in the media as the chart shows (Figure 1). Tracking these media
articles about potential future recession and growth over time showed growth deteriorating steadily from
2004 while talk of recession

Figure 1. Recession watch. Scan hit meta-tag

analysis - Courtesy of Shaping Tomorrow

grew more incessant from 2006. The chart indicated

the coming tipping point fully one year before world
stock markets responded giving ample time for
forward-thinking organizations to take avoiding
action.

The prepared and thoughtful sail on, with hardly a

mention in the media, while the high profile failures
and troubled short-sighted organizations get maximum
coverage and brand damage, or are forced to merge or close. They didn’t see the crash coming in time
because their antennae were just not tuned to emerging change or the potential for sudden tipping points.

On the other hand agile organizations recruit, train, and expect their managers to develop fresh insights
about new opportunities and threats. This is done by systematically finding weak signals and amplifying
their effect on the future. For example, recognizing that mobile phones and/or cameras will allow society
to increasingly communicate with inanimate objects through artificial intelligence means that organizations
can use this knowledge to create new products and services and refresh or displace existing offers.

Forward-thinking organizations do not attempt to predict the future but are putting in place holistic
systems and repeatable processes that anticipate possible futures and determine their response to them.
That's because deep understanding of changes across the political, economic, social, and technological

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fields are required to derive deep understanding and interpretation about future consumer and societal
expectations and desires. By better preparing their organizations for change they continuously enhance
their agility, capability, and robustness to withstand emerging change and future shocks and make better
and earlier decisions than their rivals.

Foresight projects should be considered successful, not because they correctly predict the future, but if
people make better decisions from them. It is not a failure if a foresight project’s conclusions turn out to
be wrong and in any case continuous future watching means decisions can be changed and course
corrections made as new learning is received.

Figure 2. Changing environment. Courtesy of Shaping Tomorrow

Driving this shift is

 Increasing capabilities to monitor, sense, and interpret weak signals through structured analytic
techniques.

 Recognition that more intelligence is less as computing power makes it possible to aggregate and
drill down into change observations made by the many.

 Knowing that the same change observations are collected by organizations and analyzed in almost
identical ways even if the emphasis and outcomes of the analysis are entirely different.

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  The desire to overcome the silo effect of different teams in different parts of the organization not
contributing to overall organizational intelligence.

 Benefits to be had from Web 2.0 technologies in creating collaborative, dynamic, analysis and
subsequent innovation.

 A need to rapidly respond at the right time to a far wider array of threats and risks.

Cost-effective tools now provide continuous anticipatory intelligence but do not replace sound analysis.
Instinct and sound thinking is still required but with a much improved lens and less drudgery than
traditional methods.

Agile organizations use what they can see on, and over, the horizon to determine their way forward,
avoiding risks, or using them to advantage, and seizing opportunities ahead of less far-sighted rivals. They
continually ask themselves strategic questions to stay ahead of the game because the market economy
knows no uniform progression. Instead, it regularly fluctuates between upswing and downturn, boom and
bust, just like the changing weather.

Strategic questions for any organization include

 How are customer and societal values changing?

 Where are the new opportunities for, and risks to, growth?

 Who might be the new competition?

 What competencies will be needed tomorrow?

 Which capabilities need modifying/strengthening or divesting for the future?

Determining right challenges to address at the right time is therefore vital. At a societal level the key
challenges haven't changed.

 How might homes & families change?

 How might work change?

 How might hobbies & leisure differ?

 How might people travel & communicate?

 How might childhood & education differ?

 How might the environment change?

 How might government & economies differ?

 How might military responses change?

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  What should be done to maximize opportunities for growth and minimize risks, time, and cost
effectively?

 But the environment has!

Figure 3. What’s changing? Courtesy of Shaping Tomorrow

In fact, these clouds have already changed since the slide was made in August 2006. From being grey with
the possibility of rain, the economy morphed rapidly into a violent storm that threatened us all and still
lingers.

It's the latest example of increasingly uncertain tomorrows bringing

 Increasing turbulence

 New risks

 Accelerating innovation

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  Increasing surprise

A better response by organizations is required

To cope organizations are increasing their resilience to surprises through

 On-going questioning of potential futures

 Intelligent horizon scanning

 Continuous strategic thinking

 Dynamic action planning

 Engaging in social networking

They know that by looking further ahead and reconnoitering what’s next they can change a vicious reactive
cycle to a responsive virtuous circle making their work more satisfying and less wasteful of time and
resources. For them anticipating the future and preparing for it early means greater chances of success and
less of failure.

Common traits across future thinking, innovative, risk aware organizations include

 Strategically and simultaneously focusing on innovation and risk.

 Systematically gathering precursory insight of changes happening in the world around them.

 Sensing and adjusting to emerging change.

 Collaborating and partnering far beyond traditional commercial boundaries.

 Using simple, quick processes to reduce cycle times.

 Measuring and rewarding on a few vital organizational-level metrics.

They have learned, over many years, that systematically searching for and analyzing emerging trends,
tipping points and weak signals is a vital intelligence tool to help them survive and thrive in an ever more
competitive future. And, looking further afield for experts in academia, NGO’s, commerce, government and
futurists for that intelligence gives them greater insight and earlier warning than their less prepared rivals.
Sharing what they know now, in a co-opetitive manner brings another level of resilience and agility to their
organizations tomorrow.

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Goal
Figure 4. Are You Fit for the Future? Jointly developed by Shaping Tomorrow with Terry Grim
(Foresight Alliance) and with the kind permission of Social Technologies -
www.shapingtomorrow.com/fitforthefuture.cfm

Are you fit for the future?

Knowing how capable your own organization is in developing effective strategic foresight compared to
others is an essential health check; part of your kitbag of tools to keep on improving competitive
advantage.

Take the simple test here or visit the Shaping Tomorrow link in Figure 4 to see how you compare to others.

‘Consider your current and desired capability in the following disciplines

 Leadership. Helping organizations to translate foresight into action...on an on-going basis.

 Framing. Helping the organization identify and solve the right problems.

 Scanning. Helping organizations to understand what's going on in its immediate environment and in
the world at large.

 Forecasting. Helping organizations consider a range of future possibilities.

 Visioning. Helping organizations decide what they want in the future.

 Planning. Helping people develop plans, people, skills, and processes that support the
organization's vision.

Then rank your existing and desired capability at a particular future point in time based on these maturity
levels

 Ad hoc. The organization is not or only marginally aware of strategic foresight processes and most
work is done without plans or expertise.

 Aware. The organization is aware that there are strategic foresight best practices and is learning
from external input and past experiences.

 Capable). The organization has reached a level where it has a consistent approach to strategic
foresight, used across the organization, which delivers an acceptable level of performance and
return on investment.

 Mature. The organization has invested additional resources to develop strategic foresight expertise
and advanced processes for a practice.

 World-class. The organization is considered a leader in strategic foresight, often creating and
disseminating new methods.’

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Source: With the kind permission of Terry Grim, William Croasmun (www.foresightmaturitymodel.com) and
Social Technologies.

These types of tests will not only help you benchmark yourself and your organization against others, but
identify key gaps in your foresight and show associates where you fall short. They can be used both for
increasing understanding and objection handling.

This handbook aims to make it possible for any organization to be able to rapidly move itself to best and
possibly next practice in each of these disciplines.

Further reference

 1998: Globalization ... 2008: Continuous Change

 Foresight and Business Futures, Ian Miles, Manchester Institute of Innovation Research 2008
(Slideshare: registration required)

 Outside In, Mark Madsen, TWI 2007

 In a Recession Consultants will have to Deliver Almost Instant Results, Mick James, Top Consultant
2008

 The Crash Course, Chris Martensen

 The New Age Of Innovation, Driving Co-created Value Through Global Networks; Prahalad &
Krishnan 2008, McGraw Hill

 A Vision for 2012, Planning for Extraordinary Change; John L. Petersen, 2008, Speaker's Corner

 What's Next, Rowan Gibson,

 Foresight Maturity Model (FMM): Achieving Best Practices in the Foresight Field, Terry Grim – Social
Technologies and APF, USA; Journal of Futures Studies 2009, 13(4): 69 - 80

1.1 Strategic leadership

Increased agility and resilience

In the face of:

 Increasing speed of innovation and product lifecycles

 Globalization of markets, knowledge, and technologies

 Growing risk of misdirected R&D expenditures

 Explosion of transferred knowledge and technologies from one industry to another

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organizations need more accurate and early anticipatory warnings of change. Changes can be perceived,
before becoming effective, by examining "weak signals." An early perception of these signals prolongs the
time organizations have to consider, prepare, and act instead of reacting too late.

‘Managers and leaders today therefore cannot rely on past experience and the hope that life will be
predictable. Instead they face disruptive change and must learn to cope with far greater unpredictability
and disruption. That means identifying and focusing on the vital few future opportunities and threats,
maintaining a long-term view and recognizing the patterns of change that are likely to create the next
waves of transformation.

But, most organizations today suffer from weak strategic analytics:

 Limited data collection

 Siloed information

 No systematic dissemination

 Limited analytical talent

 Low fact-based decision-making’

Source: Weak Analytics Capabilities Hindering Companies’ and Governments’ Decision-Making Abilities,
Accenture Research Reveals http://www.webwire.com/ViewPressRel.asp?aId=112125

Strategic foresight is often held in the heads of executives, discussed at the water-cooler and often not
documented in even formal meetings. Consequently, strategic decision making is based more on gut-feel
and personal experiences than sound analysis. Even when sound analysis and thoughtful decision-making is
undertaken it is often carried out in isolation as a project rather than part of a designed and continuous
foresight program.

Yet, with a little forethought and perhaps one or two talented and trained people to set-up and manage a
program the disparate information silos can be brought together for the benefit of the whole organization.
The result is that corporate memory is retained, decision-making is more robust and quicker, silo strategies
are better co-ordinated, risks better managed, opportunities full exploited and the organizations
information turned into real-time knowledge about the external environment.

Even in an organization of just a few hundred people a single person devoted to managing a properly
constituted foresight system can prove extra-ordinarily effective in implementing the ideas that will be
described here. Cost effectiveness and value for money is therefore very high while just one great market
innovation or threat identified early more than pays for the annual investment.

Possible outcomes

By introducing better foresight capabilities to an organization leaders can

 Feed organizational-wide consensus.

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  Change thinking and create a sense of a shared future direction.

 Buy time.

 Encourage commitment and decision making.

 Avoid tunnel vision.

 Assist participants to develop and adjust their own team strategies.

 Improve networking in pursuit of solving common problems.

 Develop an organizational foresight culture.

 Help better prepare people to address future challenges.

 Increase chances of survival, performance, strategy, and decisions.

 Test robustness of policies.

 Improve the credibility of business cases.

 Help optimize use of resources over time.

 Generate many innovative ideas.

 Allow understanding of which technologies and concepts have more practical application.

 Reduce down silo effects.

and potentially create disruption for their rivals rather than be storm-tossed by the market or events.

Foresight work is both a strategic and tactical tool

An all-embracing, organization-wide approach to foresight helps to determine a better vision and

strengthens cultural values, metrics and processes. Foresight thinking can be used as a:

 Strategic tool

 It won't tell you what will happen in the future, but, it will reveal a vision of a world that could
plausibly happen and challenge you to think about what that could mean and whether it should be
welcomed or avoided.

 Tactical tool

 It can be used for creating short-term strategies lasting just a few months, or years. Risk
assessment, problem solving, solutions testing, crisis, reputation, and change management can all
benefit from taking a futures thinking approach.

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Further reference

 Why Study the Future?, Shaping Tomorrow

 Case Studies, Shaping Tomorrow

 The Benefits Of Strategic Analysis, Third Sector Foresight

 Using Futures Approaches: A Guide to Getting Started, Maree Conway

 What do we mean by futures thinking? The Tomorrow Project

 When and Why?, The Tomorrow Project

 The Future Is Ours: Foreseeing, Managing, and Creating The Future

 Strategic Leadership Amidst Disruptive Change, Articles Base, February 1st 2010

 Forces and Trends in Business, Steven Brown, Trends 2010

 Strategic Leadership Amidst Disruptive Change, Articles Base 2010

1.2 Opportunity and risk management

Uncertainty and turmoil rule; and will do for quite some time. But despite the crises, there will still be
opportunities out there. Companies will now need to work smarter and with a keener eye on the future
than ever if they are to win through. Examining the options, thinking through the implications, looking for
win: wins, and being fast and flexible are even more important in the bad times as well as in the good
times.

For example, the recent U.S bailout package by Congress is not the end of the global crisis. It is getting the
U.S money markets moving again, but observers suggest a coming deeper recession is likely despite the
actions of many countries around the world to stabilize confidence. Many companies and consumers are
feeling the pressure; surviving today feels like the only game in town. And it is unclear as to whether the
actions which governments and national banks have taken will work in the medium-term. Anticipating
alternative futures and being prepared for each is critical to ensure the best possible course ahead can be
plotted and adjusted as circumstances change.

Parallels and precedents

Economies of the world are likely to come out of the other side of the crisis very different than when they
entered: new regulations, new rules, new priorities – and new opportunities will emerge. The bursting of
the Dot.com bubble in the late nineties provides a parallel and precedent to the current crisis that we can
learn from:

 The companies that went to the wall during the bubble were those whose short-term business
models were fundamentally flawed: a race for egotistical growth, profligate spending and low
concentration on inherent risk, inappropriate capitalization, and shareholder returns.
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  Many companies, affected by, but not critically wounded, waited out the storm by cutting vital
investment and jobs, intending to begin again after the storm passed. Most never did!

 The smart companies, many that we know as household names, protected and even enhanced their
investments, ensured they kept their team together, and swept up great people and assets
displaced from less forward-thinking and weaker organizations. They used the crisis to develop new
futures for themselves and their stakeholders often re-inventing themselves or changing existing
industry paradigms through knowing more about what was possible.

Innovation

Pressure on resources is creating opportunities for innovation and new products, such as processes to
reduce water consumption, technologies to scavenge energy, reducing energy consumption in data centers,
collaborating with customers to find new solutions, using waste as a feedstock for biofuels. But to make
these happen, a sense of direction and vision from management are essential. So, too, are looking beyond
the immediate crisis to see what opportunities and risks may be out there; being able to prioritize them,
and developing the flexibility to take advantage of them while staying in touch with stakeholders’ needs all
the while.

Profitable innovation begins early in the cycle of change as the number of people with desires for change
grows. Organizations that can spot stickiness and turning points early are at a considerable advantage to
those who come later.

Management response

The question for management is whether they want to be like an ostrich and ignore the options; a rabbit
transfixed in the headlights of the approaching crisis or a bird ever watchful and making the most of the
few updrafts that are around, and grasping the opportunities as they arise.

Smart organizations look to learn from the past and simultaneously learn from the future by creating a
forward-thinking culture whether the times are good, bad, or awful.

In times of great uncertainty management has to better prepare for dealing with surprises at all times. If
seemingly robust strategies and decisions have a higher propensity for failure, then risk assessment
becomes a key execution tool to manage surprise.

Best practice organizations endeavor to

 Make risk assessment a key organization-wide tool and insure their business through investment in
threat assessment and control.

 Determine potential disruptive and potential "wild card" scenarios and plan for their arrival, thus
breaking their mental models and challenging industry paradigms.

 Look for upcoming tipping points.

 Develop scenarios and choose their strategy from a range of risk-assessed options.
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  Choose strategies that are exciting, challenging, and achieving, but which do not bet the business
on a whim.

 Encourage diversity of thought and creative problem solving.

 Recognize that their strategy is only valid if it is grounded in tomorrow and not cast in stone.

 Develop corporate foresight disciplines and systematized processes.

Further Reference

 It's No Time To Forget About Innovation, Janet Rae-Dupree, New York Times 2008

1.3 Imagining the future

Managers have traditionally relied on periodic and episodic information to make decisions. Most decisions
have been based on "gut feel" about what worked in the past. But, in the ever quickening cycles of change
that we are experiencing now, foresight not hindsight is a more valuable managerial attribute.

Foresight comes through discovering and understanding changing competitive landscapes through the use of
real-time structured and unstructured data. By analyzing far more information, using computers, we can
actually see the underlying trend patterns in complex data that signal far-reaching change far quicker than
before.

We can imagine the future by thinking about change in four dimensions

 Examining and projecting current trends and issues.

 Considering potential events or tipping points.

 Developing positive futures.

 Choosing among the options.

Projecting current trends

Trends are changes occurring over time in (p)olitical, (e)conomic, (s)ocial and (t)echnological spectrums.
These spectrums are often stated as an acronym such as STEP, STEEP, STEEPV or PESTLE where the
additional V is for Values, the E for the Environment and the L for legal.

Trends occur gradually but at varying degrees of speed and impact and can be exploited to take advantage
of the opportunity or to avoid the damage they may threaten. But, beware! "A trend is only a trend until it
bends."

Spotting the turning or inflection point before it happens is where the greatest opportunity to exploit the
change often occurs. Crowds blindly pursuing a trend can often lead to the creation of a bubble (the 2008
financial crisis for example) with the result that, like lemmings, most go over the cliff together while the
more foresightful live to tell the tale.
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Considering potential events

Trends are relatively easy to spot but predicting the impact and likelihood of a future event or bend in the
trend is not. Unforeseen or uncertain events are hard to anticipate but we can learn from history and
envision the type of surprise (a wild card in the extreme) that might come along. So asking challenging
questions is as much a part of determining future success as finding the answers.

Considering possible events and setting future-based challenges helps to strengthen an organization at
times of high potential change. For instance, Matsushita told his managers after the Second World War that
he was artificially going to peg the yen against the dollar several multiples higher than it then was. He told
his managers this new exchange rate would now be used to calculate his company's performance. His
managers thought this was crazy and impossible to contemplate. When asked why he would do such a thing
he pronounced "because one day it will be at this level!" Several years later his alternative scenario came
true and Panasonic was able to flood the U.S market with cheap electronics and hence build an empire.
Matsushita had prepared his company for the unthinkable and was ready when the tipping point came.

Today, several drinks companies worldwide are preparing for a new unthinkable: the removal of all
subsidies, and potentially the introduction of taxes, on the use of natural resources like water. They are
preparing for the day when they will pay the true cost of using natural resources in their organizations,
creating future competitive advantage and a more sustainable long-term strategy for their companies.

Considering potential events like tipping and inflection points and surprises helps us to see how we might
cope in a crisis or exploit the opportunity. It helps organizations become more resilient to change under
more circumstances than just maintaining the status quo and hence increases the chances for survival,
innovation, performance improvement, and long-term success.

Choosing among the options

Like Matsushita’s decision, choices have to be made from the considered trends and events and action plans
put in place to maximize the outcomes.

Determination at the outset to take action as a result of conducting foresight projects and programs will
bring great rewards but, without it, all that results are increased costs, wasted resources and time, and
considerable disappointment from all concerned. But, with upfront determination and continued focus on
achieving future success foresight initiatives will succeed.

Quality and customer service programs exhibit the same long-haul effort that strategic foresight requires.
Twenty years ago these programs were only practiced by pioneering companies but now having a customer
service oriented culture is a pre-requisite for doing most business.

Further reference

 The New Age of Innovation, Driving Co-created Value through Global Networks, Prahalad & Krishnan
2008, McGraw Hill

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1.4 Learning organization
Making future thinking a key part of day-to-day problem solving and decision-making is an ideal way to
create a learning organization. Holding occasional executive sessions on the future of the organization is
less than ideal and can be dangerous if management is not alive to ever-changing opportunities and threats.

On the strategic front the executive need to be alive to the possibilities of they, or their rivals, choosing a
different time and place to play from everyone else. Future thinking helps identify these new playing fields
and those likely to play on them.

Futures exercises need not be time-consuming or resource intensive and can take a variety of forms
engaging the whole organization rather than just the leadership team.

Exercises

 Collecting reports, plans, and program descriptions.

 Focus groups.

 Participant action approaches.

 Ethnographic study.

 Anecdotes.

 Case study analysis.

 Oral histories.

 Futuring exercises.

 Visualization maps.

 Organizational health checks.

 Accessing networks (yours and others).

 Job rotation of researchers and line people.

 Systematically analyzing customer complaints and idea schemes.

 Monitoring the venture capital market and start-up firms.

 Executive programs for constantly discovering stakeholder ideas.

 Experiential virtual world programs; Second Life, YouTube.

 Foresight/Google mash-ups.

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  Scanning futurist Tweeters

Participatory futures exercises help stimulate high-level strategic thinking by everyone involved at
whatever level they are in the organization.

Meetings

Leadership agendas to consider the conclusions of these exercises might ask these open-ended questions:

 What conclusions can we draw from the exercise(s)?

 How might the future be different?

 What certainties/uncertainties are implied in the conclusions?

 How does A affect B?

 What is likely to remain the same or change significantly?

 What are the likely outcomes?

 What and who will likely shape our future?

 Where could we be most affected by change?

 What might we do about it?

 What don't we know that we need to know?

 What should we do now, today?

 Why do we care?

 When should we aim to meet again on this?

Shell's seven questions

Or they might be more open-ended questions such as:

 If I could answer any question for you, what would it be?

 If you looked back from 10 years hence, and told the triumph in the ____ space, what would it be?

 If you looked back from 10 years hence, and told the failure in the ______ space, what would it be?

 What does the _______ space need to forget?

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  What are the one or two critical strategic decisions regarding the __________ space on the horizon?

 What are the top 2 or 3 trends driving the future of the ______ space?

 What are the obstacles to progress in the ________ space?

 What should I have asked that I didn’t? (At the end).

Asking powerful questions

Raising challenging, strategic future questions rather than searching for quick tactical answers can inspire,
engage and enable people and teams to solve their own and your issues in novel ways.

Try creating questions that:

 Encourage curiosity

 Enable dialogue

 Draw-out pre-conceived ideas and assumptions

 Inspire innovation and/or images of the future

 Focus attention and inquiry

 Are memorable

 Offer deep meaning and responses

 Suggest more questions

Further reference

 How Often?, The Tomorrow Project

 The Art of Powerful Questions, Catalyzing, Insight, Innovation and Action, Eric E. Vogt, Juanita
Brown and David Isaacs, The World Café 2003

1.5 Learning from the past

What can we learn from our history to help us understand the future?

Examining history can teach us much about the future.

 History often repeats itself or shows how the future evolved in similar circumstances to today's
world.

 History is often re-invented through giving new facelifts to old concepts.

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  History, too, is littered with tipping points, surprises, shocks, and human advances that we can
learn from.

 History is as much unknowable as what we perceive is the reality of today or what the future holds.
It is constantly being re-written and discovered.

Historic surprise has manifested itself in many situations including

 The thought that everything that could be invented had been invented at the end of the 19th
century.

 IBM's prediction that the world would need only 7 computers to run its affairs.

 Western Union predicting in 1876 that "the telephone has too many shortcomings to be seriously
considered as a means of communication."

We now know these predictions and ideas were extraordinarily fanciful. The 20th century, far from being
benign, saw man fly both terrestrially and in space, discover nuclear energy, design personal vehicles for
mass human transportation, link almost everyone through global telecommunication systems, and
significantly improve both health and longevity. These discoveries completely changed the world. And, of
course, "the war to end all wars" was followed by the Second World War and hundreds more since.

NOTHING IS FOREVER AND THE ONLY CONSTANT IN LIFE IS CHANGE!

The same human opportunity to change the world again, for better or worse, in this century, presents itself
through advances in robotics, remote sensing, artificial intelligence, anti-aging, sustainable practices, and
energy transformation, etc. Yet new threats present clear and present danger such as financial chaos,
climate change, pandemics, natural resource shortages, new wars, and as yet unforeseen wildcards.

Examining history shows us that the pace and nature of change is accelerating more rapidly than ever
before. The outcome of this acceleration has been to make the world increasingly more complex and
uncertain. We can expect even greater complexity and uncertainty as ever more sophisticated responses to
improving the human condition and solving today's issues create new surprises tomorrow.

Driving forces

Two driving forces have been instrumental in accelerating change:

 Globalization: since the Industrial Revolution markets have progressively moved from local to
national, to international, to multi-national, to truly global, and soon to be virtualized systems.
This expansion has led to increasing sophistication, rapid product and service diffusion, and
innovation and learning on a global scale.

 Technological advancement: The technological revolution (Internet, PC's, Mobile phones, E-mail,
Office software) has been a key driver of this diffusion, and in making the world a far smaller place
through dramatic improvements such as in transportation and the arrival of near-instant
communication.
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These driving forces have created further negative forces for change in the form of increasing terrorism,
crime, conflict, financial crises, and health threats, among others.

Knowing the future is impossible – yet determining a way forward is essential, not least in business. The
right decisions offer huge opportunities, the wrong ones huge risks. Watching the unfolding effect of these
and other key driving forces is therefore an essential element of spotting emerging opportunities and
threats. Historical analysis of how an issue has developed, and considering this in the context of parallels
and precedents, is an essential part of strategic foresight.

Counterpoints

Two counterpoint maxims for you to consider:

 "Those who drive their car through the rear-view mirror will never see the future."

 "Those who don't read history are doomed to relive it!"

An excellent future thinker is therefore most likely a good historian, too, through acquainting themselves
with the broadest reading of history. By going back in history twice as far as looking forward, knowing the
potential outcomes of the past, applying these to emerging issues, and considering potential futures in
equal measure future thinking people develop considerable foresight and hence, advantage.

Further reference:

 A Brief History of the Future, How Visionary Thinkers Changed the World and Tomorrow's Trends
Are 'Made' and Marketed, Oona Strathern Robinson Publishing

 World Transformed: What Are the Top 30 Innovations of the Last 30 Years?, Wharton 2009

1.6 Overcoming roadblocks

Adopting a strategic foresight approach to opportunity scanning and risk management represents a major
challenge for organizations just starting out on the journey. Fortunately, others have trod these paths
before and found ways to overcome roadblocks in their path. Implementing a foresight program is very akin
to introducing and maintaining any change management program. Here are some of the lessons learned
from leading corporate practitioners in Europe.

‘Barriers to strategic foresight

 Top management not serious about using foresight as a strategic tool.

 No motivation to think about the future; fat and happy culture.

 Organizational silos and policies restrict dialogue.

 Incentives to manage the future are missing.

 Reward systems hostile to future thinking.

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  Limited attention of internal stakeholders.

 Current decision-making processes are dis-organized.

 Frequent career moves mean loss of corporate memory.

 Lack of resources reduces effectiveness

 Lack of a designed foresight system creates disparate and disconnected information sharing.

Enablers of strategic foresight

 Create collaborative vision and culture.

 Establish strategic foresight performance indicators.

 Change reward systems.

 Change budgetary, decision-making systems.

 Introduce foresight tools to the process of decision making.

 Train people in the use of the tools and expect them to use their new knowledge constantly.

 Challenge poor thinking lacking in strategic foresight.

 Use media formats and content that communicates the future.

 Engage only with external partners focused on the future.

 Be seen out and about where the future is.

 Spend less time on the past and delegate more.

 Take a future-focused leadership position in the industry.

 Evaluate competitors' strategic foresight positioning versus the organization.

 Involve all stakeholders.

Source: The Road Ahead for Research on Strategic Foresight Insights from the 1st European Conference on
Strategic Foresight.’ 2007

Like any organizational change program the key ingredients for success are management desire and will to
create a future-focused culture and to have the leadership skills to carry it out. The leadership skills can be
learned but the desire and will come from within. Have you got what it takes to be a forward-thinking
leader?

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 Practical Foresight Guide

Chapter 2 – Thinking

Author: Dr. Michael Jackson, Founder, Shaping Tomorrow

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Table of contents

2. Thinking ....................................................................................................................... 3

2.1 Starting futuring ........................................................................................................ 8

2.2 Future practices ....................................................................................................... 13

2.3 Future assumptions .................................................................................................... 14

2.4 Futures outcomes ...................................................................................................... 16

2.5 Scoping futures ......................................................................................................... 18

2.6 Stakeholder engagement ............................................................................................. 23

2.7 Futures presentations ................................................................................................. 28

2.8 Foresight management ............................................................................................... 29

2.9 Foresight development ............................................................................................... 31

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2. Thinking

Aim

The ultimate aim of using strategic foresight to advantage is to provide challenging visions of alternative
futures which can be acted upon today in order to shape the best possible tomorrow. This process starts by
challenging thinking and questioning of a particular future topic.

Engagement

Strategic foresight programs and projects1 might mean

 A single person working on a particular issue.

 A team constructing an organizational strategic plan.

 Systematized organizational trend spotting and action planning.

 Groups of organizations or people undertaking large-scale enquiries.

Needs range from addressing specific one-off challenges or focusing on delivering continuous intelligence
and strategic thinking to provide agility and resilience in the face of increasing uncertainty.

1.
Project (a one-off exercise) | Program (a continuous process)

Common objectives

While the aims and goals of each individual program or project may differ, they all share certain common
objectives.

 Challenging existing assumptions and paradigms.

 Developing new visions, values and strategies.

 Informing decision making.

 Expanding collaborative planning.

 Increasing organizational foresight capabilities.

They are delivered using systematic thinking frameworks.

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Figure 5. Approaches. Courtesy of Shaping Tomorrow

Figure 6. Cross-impact analysis. Courtesy of Sheila Moorcroft 4RTT

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Driving forces

They typically examine all the global, regional, and/or national driving forces associated with making
organizational decisions including: political, economic, social, technological, legal and environmental
factors.

A change in one or more trends affects many others both directly and indirectly (see Figure 6). The recent
financial crisis created a ‘Perfect Storm’ that had impacts politically (e.g. the introduction of stimulus
packages), economic (e.g. people’s return to saving versus spending and socially (e.g. unemployment) and
has led to waste reduction by consumers and organizations alike, lower standards of living and social
concern.

Forward-thinking organizations endeavor to see how colliding driving forces like the ones shown in Figure 7
can potentially combine to change their future landscape and then act early to ensure their strategy can
cope with emerging and potentially disruptive change.

Figure 7. Trend analysis

Understanding how a sudden disruption to a complex system might fundamentally change the status quo is
increasingly becoming a boardroom issue and one that senior executives of any size organization must ask
in good time.

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Understanding complexity

‘Predicting the future is not possible because our world is a complex adaptive system. It is characterized by
non-linear, complex, highly dynamic, set of interlocking issues that change in unexpected ways and at
varying rates. The often stated "butterfly effect," a butterfly flapping its wings in

China is a small component of creating a hurricane in the

West Indies," is an example of this phenomenon. Rumors started by one person go global within hours,
thanks to the Internet: setting hares running in positive and negative directions is another. Often, the
biggest weakness in a system is the least known and observed part of that system and it’s here that the
biggest possibilities for unforeseen interaction occur.

The further we look out the harder it is to predict because the number of possibilities for unforeseen
interaction rises dramatically.

Complex adaptive systems exhibit these properties:

 They manage themselves through being aware of their environment.

 Organizations and people tend to exhibit high levels of complexity to meet fresh, external
challenges.

 New systems can emerge suddenly, without warning, using few and simple rules.

 Large complex systems can be transformed by a single person, or small sub-systems shifting the
ballgame.

 Changes in one system affect all others.

 The range of possibilities is endless.’

Source: The Road Ahead for Research on Strategic Foresight Insights from the 1st European Conference on
Strategic Foresight.’

No one has future data; just hypotheses and conjectures based on current observations, past experiences
and ideas. So, if the future cannot be predicted, how are we best able to anticipate what is plausible and
possible in the years ahead?

One answer lies in being more aware of what is changing and not changing by constantly conducting Horizon
Scanning of the coming landscape and then using intuition and mental capacity to see patterns and
possibilities in the information gathered. In military terms this can be compared to creating a battle
strategy (Vision, Values, Goals) but simultaneously reconnoitering the war theatre for the maximum level of
battlefield intelligence from land-based scouts, sea and air,

‘By starting to see the events of the day as parts of trends, and those trends as symptoms of underlying
system structure, one can consider new ways to manage and new ways to live in a world of complex
systems. But, beware! Unless you take off the blinkers and see systems as complex and adaptive you are
likely to mistreat, mis-design, or misread systems if you don't respect their properties of resilience, self-

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organization and hierarchy. So, beware of false boundaries, bounded rationalities, limiting factors,
nonlinearities and delays. You will still be surprised but you will probably be surprised less often, and that's
the essence of foresight - being better prepared for the unexpected.’

Source: Thinking In Systems, Donella H. Meadows, Sustainability Institute, 2008

By continuously reading the news you will find many examples of systems in need of better management or
re-design. And, by using a variety of environmental sensor mechanisms such as

 Collaborative foresight: Engaging the organization's people.

 Surveys: Using surveys of stakeholders to elicit their views.

 Search: Using searches to find material of relevance for answering the question(s).

 Exercises: Conducting internal and external strategic exercises.

 Scouting networks: Employing international networks of savvy people to report change.

 Social networks: Connecting with futures orientated people using Twitter, Facebook and special
interest Internet groups.

you can make positive futures happen by engaging with more people and tools to help you get to your
preferred future faster.

Action oriented

Excellent foresight programs and projects are:

 Action-oriented.

 Open to alternative futures.

 Collaborative.

 Interdisciplinary.

 Multi-dimensional, not mono-polar.

 Focused on positive outcomes and while handling threats.

 Increasingly systematized.

A foresight program or project must have all these elements to create the best assessment of "what’s next?"
and "how to respond?"

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Further reference

 Are you fit for tomorrow?, Shaping Tomorrow [Registration required]

 Case studies, Shaping Tomorrow [registration required]

 Discover the future, Shaping Tomorrow

 Thinking About The Future: Strategic Anticipation and RAHS, RAHS

 Complex System - Wiki definition

2.1 Starting futuring

How will the future be different?

At its basic level strategic foresight begins by asking "what if" questions about future issues:

 What if this happened in the world today?

 What does it mean for others?

 What does it mean for me/us?

Keep these "what if" questions in mind as you examine emerging issues. Select those for further
investigation and deeper thinking that look as though they will generate significant change in your world.
Significant change usually occurs when one driving force cross-impacts with others.

If your focus is on tactical foresight, i.e., those that can be absorbed or handled with ease, then answering
just the questions below is probably sufficient for your purposes here.

What should we do about it?

Then ask more "what if" questions, determine the answers, and your response:

 What would have to happen first (for the results we want to occur)?

 What do we have to do to play a role?

 What do we do next?

If your focus is on strategic foresight, pick only those that represent significant change and are uncertain;
not those that can be absorbed or handled with ease but the ones that may bring gut-wrenching change to
your customers, collaborators, and communities. For these represent great upcoming opportunities and/or
risks.

‘As change is a complex adaptive system it is important to look at the context within which individual
changes are occurring to see where additional impacts may occur. For example, the systemic diagram of
the packaging industry in Figure 9 clearly shows the complexity and interactions of the system and enables

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us to consider some of the potential knock on effects. If you do not have a good understanding of the
dynamics of the environment/business/issue you want to map, you will likely miss critical elements and
make faulty or weak conclusions.’

Source: Joseph Coates

Figure 9. The Packaging System. Courtesy of Joseph Coates

Developing perspective

First, break down how an issue operates by mapping its system interactions like the above example from
the Packaging Market and then research what’s happening to each element. Patterns of change will begin
appearing as you research your topic. Make a note of these.

Another fast way to create an instant similar map is through using social media web tools to aggregate,
categorize, cluster, hyper-link, profile and personalize people’s ideas about the future through designing
collaborative delivery, retrieval, routing and alerting systems.

Below is an example of a collaborative web-enabled systems map created by shaping tomorrow members
(represented as a 360o searchable tag cloud in Figure 10 -available from the Shaping Tomorrow front page
(Future Search).

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Figure 10. Packaging keywords – Source: Shaping Tomorrow (www.shapingtomorrow.com)

The benefit of the keyword listing is that it’s designed to make you think out of your box and help you
discover outliers that you hadn’t considered. Add more change observations to your notes as a result of this
type of exercise.

From what you have learnt ask yourself how incumbents and upstarts:

 Better anticipate the future?

 Make change?

 Create new forms of competition?

 Alter their cultures?

 Innovate?

 Create new metrics?

 Change their processes?

 Assess and mitigate risk?

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  Increase their sales and marketing capabilities?

 Improve their strategies?

 Deal with their existing and future workforce and workplace?

For in your answers lie your opportunities and threats going forward!

As you explore, add new material to your evidence base and determine how policy and strategy might need
to change as things evolve.

Design process change example

Here is a design change example that used tactical foresight to change the labeling of a shampoo bottle. In
the first drawing all of the components of the bottle, its packaging, coating and materials used were
mapped by the project team.

Figure 11. Shampoo bottle systems map before re-design. Courtesy of Shaping Tomorrow

Then the company looked beyond its market for new ways of labeling the bottle. After using their Horizon
Scanning system to identify alternatives and evaluating all possibilities it settled on ‘colored laser etching’
to transform the bottle’s look.

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 All rights reserved Now apply to the future

Seaweed: Fish scales: Water : Anti-oxidant : Lubricant : Pigment : Oil : Reflectant

Seaweed
Fish scales Filler Cap

Water Coloured
laser
Shampoo etching

All the
previous
Oil Coating steps
Oil eliminated
Reflectant Filler
Shampoo: bottle, cap, contents, inserts, new labelling

Figure 12. Shampoo bottle systems map after re-design. Courtesy of Shaping Tomorrow

The process was considerably simplified, the bottle made more aesthetically pleasing to the eye, costs cut
and a better sustainable solution found.

Figure 13. How to do a Futures Study. Courtesy of Joseph Coates

How to do a future study

Finding a solution to labeling a bottle is relatively simple. But, people engaged in looking at the future are
faced with many choices of what to include/exclude from their research when looking further out over far
longer timeframes and at more complex issues. They therefore need high competency in design principles,
sourcing, synthesis, and sense-making skills to be able to present conclusions in a rounded, reflective, and

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unbiased manner. Since change in such a system is complex it is vital to establish the principles,
framework, quality assurance policies and processes to maximize value and deliver the benefits.

Figure 13 gives a high-level process flow of how a strategic foresight project might be designed.

Further reference

Sharpening Your Business Acumen, Ram Charan

2.2 Future practices

Managing uncertainty

In a world where only uncertainty, complexity, and ambiguity seem to be the norm these days,
organizations need wider global knowledge obtained from many more external sources and a new set of
cognitive skills to determine their best future responses.

The following critical cognitive skills need to be mastered

 Trend assessment: The competencies to understand trend directions, assess likely impacts, and
respond in a timely and appropriate manner.

 Pattern recognition: the ability to see patterns rather than individual factors.

 Systems perspective: the capability to envision the entire system rather than the isolated
components.

 Anticipation: to anticipate short and long term consequences over time, novel situations, and
geography.

 Analysis and logic: to rely on a combination of analysis and logic rather than repeating the past
and/or employing gut feel.

Organizations that inspire, engage, and enable their people to use foresight in their daily work through
developing their strategic competencies can acquire and maintain a sustainable futures-orientated edge in
their global marketplace(s).

Next practice

Leading organizations use systematic, collaborative, and strategic foresight capabilities to discover what's
coming next and respond ahead of the competitive curve.

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Figure 14. Five future competencies. Courtesy of Shaping Tomorrow

They adopt a trans-disciplinary, systems-science based approach to analyzing patterns of change in the
past, identifying trends of change in the present, and extrapolating alternative views of possible change in
the future in order to help create the futures they desire.

Further reference

 Are You Fit for Tomorrow?, Shaping Tomorrow

 Discover the Future, Shaping Tomorrow

 Guide to Futures Thinking, The Tomorrow Project

 Five Views of the Future, Technology Futures Inc.

 Futures Studies: An Overview of Basic Concepts, Infinite Futures 2003

2.3 Future assumptions

Philosophy

Future thinking organizations acknowledge that:

 The future cannot be predicted and is not pre-determined.

 Tomorrow will be little like today.

 What people say could never happen, usually does!

 ‘A Futures study is not prediction, but exploration and provocation!’ (Source: Infinite Futures)

 Decisions are based on what is known; and in making those decisions, the future is pre-determined.

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  Being better informed of potential, possible, and plausible futures helps to make better informed
decisions.

 There is not one future but many possible futures. Of those possible futures, some are more
plausible, probable, and preferable than others.

 The future is something we can create or shape, rather than be already decided.

Figure 15. What really happens? Courtesy of Lloyd Walker, PreCurve

Risk assessment

Foresight encompasses:

 Horizon Scanning for upcoming change.

 Strategic Thinking through consideration of the change issues raised.

 Action Planning from the learning gained.

 Networking, both to inform the program or project and to communicate decisions and results to the
various stakeholders.

 Project management both to scope individual exercises and to evaluate the success or otherwise of
the outcome.

This process ought to be continuous and its elements cycled around as the future unfolds. Missing
components run the risk of sub-optimum outcomes or, worse, failure. Risk assessment and plans to manage
threats are therefore essential upfront.

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Need for integration

Scanning as a standalone activity is largely ineffective if it's not integrated with:

 Managerial sense-making activities.

 Managing risk and uncertainty.

 Periodic reviews of decision-making assumptions and mental models.

 On-going strategic thinking and planning.

 Inherent in scenario planning, wild card, or consequence exercises.

 Policy development.

 Organizational creative thinking processes.

Further reference

 Introducing the Future, Shaping Tomorrow

 Online Foresight Guide, For-Learn, JRC European Commission

 Atlas of Future Links, Futures Discovery

2.4 Futures outcomes

Outputs

Programs or projects typically deliver a combination of all or some of the following:

 Quick, initial assessment of the issue under study.

 Clear definition of the key question(s) to be answered derived from an initial, quick assessment.

 Horizon Scan for likely upcoming political, economic, social, technological, legal, and
environmental changes.

 Exercises in conducting breakout thinking beyond todays accepted paradigms.

 Scenario plans of potential futures.

 Competitor and sectorial analysis.

 Stakeholder mind-sets (surveys of desires, attitudes, and behaviors).

 Organization critique of competitive position.

 Plausible responses.

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  Agreed visions, values, and strategies including policy recommendations.

 Action plans and road-maps.

 New higher order understanding and better questions.

Figure 16. Scoping considerations

Cautionary principles

However, programs and projects are not a panacea to solve all problems. Caution should be exercised
when:

 No clear, precise, and agreed scope can be established.

 No possibility of acting on the results exists.

 Appropriate key stakeholders will not engage.

 No champions exist.

 Adequate human and budgetary resources are not available.

 Profound disagreements make consensus impossible.

 The work seemingly duplicates others' efforts.

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  There is limited or no possible inter-disciplinary approach.

Overnight success with beginning a program or project is unlikely though not impossible. Depending on the
program or project, many stakeholders may need to be engaged in understanding the concepts and benefits
of using strategic foresight to advantage and the role they should best play in its creation.

Preparation essential

Good preparation through scoping and groundwork is therefore essential, particularly if the stakeholders
are new to the concepts, uses, and benefits.

If, after considering all the above, a program or project is the best approach then the next step is to begin
scoping in earnest.

Further Reference

 Thinking About The Future: Guidelines for Strategic Foresight, Andy Hines & Peter Bishop Social

2.5 Scoping futures

Project/program origins

A program or project usually begins for one of two reasons:

 The organization wants to re-examine its strategic plan and determine the need for possible
change.

 The executive want to encourage continuous futures thinking by all their key stakeholders,
particularly their people.

Often the trigger comes in the form of questions which usually are expressed in simple form at the outset,
e.g., "what's the future of tourism?"

But this tells us very little. For instance - in "which countries?", "in what tourist fields?", "over what time
period?"

Quick assessment

Programs or projects usually begin with a "Quick assessment" (Figure 17). The assessment states "what is
changing?" and "why this is important?" It sets the scene for determining more of the specifics of the key
question(s) which must be answered and captures your early background thoughts.

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Figure 17. Add project – Courtesy of Shaping Tomorrow

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Use a template like this to ask “what is the purpose of the project?” and “what are the objectives of the
question(s)?”

 Is the intent clear and positive in its outlook?

 Is it too broad or narrowly defined?

 How will the stakeholders view the project or question?

 Are the boundaries and time horizon clear?

 What opportunities and risks may be won or lost by the thrust of the question?

 What answers would one expect from the question?

 Will these give expected and unexpected answers (both are important)?

Figure 18. Scoping. Courtesy of Shaping Tomorrow

Questioning the future

Crafting a challenging question is the single most important part of answering any concern about the
future. What the question is will determine the nature of the answer more than any other variables.
Typically you have to ask a different question to get a different answer. The same question addressed in
the same ways gets you no further than where you started from.

A well-designed question helps break through the boundaries that cripple organizational ambitions by
building new and deeper levels of understanding. The challenge is to get teams to consider a question that
takes them into uncomfortable (and often more ambiguous) territory.

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Political 'correctness', taboos, and group-think blindness combine to produce very shallow, shared
understanding and painfully flawed common understanding of environments that need to be challenged.

When people determine that the answer is to use screwdriver and bound the problem they miss that
employing a hammer would have been better. Their probability of success is at best limited! So go after
fundamental assumptions, existing paradigms, longer timeframes than normal and blind spots first.

Specific and near-term questions certainly run the risk of capturing continuity but miss vital changes
emerging on the horizon. On the other hand, a long-term horizon opens up the imagination to many, novel,
and exciting possibilities. Therefore for real world, ambiguous, and complex problems it is beneficial to
phrase the question in a manner that encourages exploring the topic as opposed to initially defining it.

Systems thinking
The initial question is not about the "decision" that is to be made, but instead acts to define the relevant
"system under scrutiny" that will contain the eventual decision. The system needs to be drawn widely
enough to include all the competing driving forces that impact on the initial question. Just what the extent
of the system is often produces controversy among stakeholders at the start of the exercise but can be used
as a source of new learning and understanding.

A question also needs to "chunk up" to its highest level of abstraction and breadth relative to the
organization. For example: 'The future of the car' is too narrow for a car manufacturer. 'The future of
mobility' is better. 'The future of access' may be better still, but may be too widely drawn, depending on
the specific question that the client has.

In some cases, the question can be general because the purpose is informational or for better
understanding. In other cases, you may have a need for better foresight in order to make a decision. The
question has to address your underlying need. This is unusually hard to do, as many people and teams feel a
need for something but cannot articulate it. They also find the crafting of a question very difficult to do.
Too broad a question ("What is the future of the world?") produces no or very limited answers but too
narrow a question, nothing new. But, as some philosopher observed, a question well-structured is half
answered. Spend time on it, challenge it, look at it from every angle and ask how the outcome might be
too restrictive or too encompassing before accepting as it your "right question".

Stakeholder engagement
Whether we are asking the "right question" depends entirely upon the purpose and goals of the exercise.
The stakeholders, particularly the sponsor/champion, have to feel good about the question or they will
worry about the exercise from beginning to end and may finally disown the results. You impose your own
question on your stakeholders at your own risk. The question should be crafted by expert judgment and
agreed upon by both the sponsor/champion and the team conducting the exercise.

Ask them: What are you worried about? What if you had the answer to a question about your worries, what
would you do with it? Who else could use the answer? Don"t answer questions that have no value no
stakeholders.

A good question has many elements beyond the purpose of the project:

1. A key question; usually one short, memorable, engaging phrase.

2. A focused description. In the exercise, there may be two dozen descriptors, or so, but there has to
be one primary, focused description. This description can be very specific, like GNP growth rates or
consumer sales or profits, or it can be very general, such as the overall social-demographic and
economic characteristics of a defined market. A description could be as broad as "global climate" or
"world peace."
3. A definition or way to measure the focused description
4. A geographical scope (a territory, a country, the world …)
5. A time horizon (2020, 2050, 2100, etc.)
6. Exclusions (geographies, products, organizations etc. not of interest)

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 7. Special attention (issues deserving an in-depth look)

In addition, there may be a follow-up question(s) which relates the question directly to the concerns of the
stakeholders.

Metrics
Definition of metrics deserves extreme care for one tends to get what one measures (and rewards). Metrics
are often the source of unintended consequences as the system exploits the metric while losing sight of the
side impacts.

While limits facilitate and simplify process they are ultimately arbitrary and artificial (from a humankind
perspective) and invite exclusion of important factors that will ultimately dominate the problem and
potentially dictate the end outcome. Even for something with as seemingly clean a timeline as 'win the
Olympic Games for 2024' the drawing of geographic bounds to the city/region/state/nation or time frame
to 2014 (when they are awarded) or 2018 (when the plans must be finalized for construction) or 2024 or
2028 (after the facilities have been converted to end uses all involve a level of arbitrariness that invite
blind spots.

For example, the question "What will be the GPD growth rate in the future" is very different from "What
will likely be the average annual GDP growth rate in the U.S. from 2011 to 2018 and under what different
sets of conditions?" A follow up question that is more normative and visionary could be: "And given these
different conditions, where are our best opportunities for top line growth?"

Continuous checking
After identifying "the system" revisit whether the right question has been asked and keep reviewing it as
the exercise proceeds and learning and understanding grow. In particular, evaluate how the stakeholders
view the exercise at regular intervals during and after its completion. In this way, success will bring
stakeholder learning, acceptance and action arising from the outcome.

Keep asking "what is the purpose of the project?" and "what are the objectives of the question(s)?" and
check that the answers to these questions are always satisfied during the life of the exercise:

 Is the intent clear and positive in its outlook?

 Is it too broad or narrowly defined?
 How will the stakeholders view the project or question?
 Are the boundaries and time horizon clear?
 What opportunities and risks may be won or lost by the thrust of the question?
 What answers would one expect from the question?
 Will these give expected and unexpected answers (both are important)?

Test your project scope on a cold, sample audience and among the key sponsors to iron out any issues
before embarking on a full roll-out.

Often a quick scan using the search methods described later in Horizon Scanning will further help to
improve the quick assessment and your key question(s). The key is to get this right very early on and then
be precise about the desired outcome.

Be clear for whom you are undertaking this work. This is important so that your reporting meets their
needs. What kinds of report do they "like" – in-depth, bullet points, two pages maximum? What would a
successful report look like (content, format, length)?

Desired outcome

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The desired outcome(s) must be determined by resolving the key question(s), setting the context and
boundaries for the program or project, and creating a project plan. Ensure too, that the project or program
properly considers other efforts already on-going in the organization and design an outcome that avoids
unnecessary duplication.

Defining the desired outcome should lead to consensus among the key decision makers that the groundwork
should start in earnest and resources are committed.

Determining the key question(s) to be answered is as important as the outcome. A poorly defined question
will lead to an equally poorly defined outcome and vice versa.

Ensuring value for money by solid upfront planning will further help to ensure program or project success.

Further reference

 Thinking About The Future: Guidelines for Strategic Foresight, Andy Hines & Peter Bishop Social
Technologies 2007

 Scoping an Exercise, For-Learn, JRC European Commission,

 Establishing the Question, Local Government Association, UK

 About Foresight, Foresight

2.6 Stakeholder engagement

Stakeholder identification

The next step in laying the groundwork is to systematically identify the key audiences and current backdrop
in which they operate.

Figure 19. Stakeholders. Courtesy of Shaping Tomorrow

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A web-enabled stakeholder analysis can serve two purposes. First, to analyze the power, influence and
objectives of stakeholders against each other and second, to provide semi-automatic scanning for their
likely future direction and potential impact on the marketplace.

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Figure 20: Add Stakeholders. Courtesy of Shaping Tomorrow

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Don’t just list your internal stakeholders and direct competition but look wider for key influencers. One
method of doing this is to use Shaping Tomorrow’s 360o view of stakeholders (Figure 20) which uses
automatic text mining to create mind maps of key people, authors, organizations, sources and countries
associated with a particular topic.

Figure 21. 360o view. Courtesy of Shaping Tomorrow

Using this type of method is likely to help you identify renowned and highly influential people, unusual
ideas and sources, outliers and dissatisfactions that you would most likely miss in an analysis of just your
traditional stakeholders.

Having created your list now rank their power and influence against each issue and each other, then draw a
stakeholder map similar to the system map above. Check that both are in sync with each other and are
sufficiently explanatory of what is going on but avoid over-complication and too much detail.

Then list the key decision makers and describe their motivation and desires. Pay particular attention to
those who are likely to be adventurers in helping you succeed and those abstainers with an interest in
seeing you fail.

Key audiences will likely be examining and addressing all or some of the issues at stake. It is essential to
determine the level of overlap with other cross-cutting initiatives and determine whether these should
absorbed, integrated, co-ordinated or left as standalone efforts. Cross-cutting issues and efforts missed
early may make results difficult to implement later.

You can define the desired outcome(s) and key audiences using the above template.

Now using the template set up the review period when you would like to re-visit the stakeholders’ web
presences. Using a web-enabled tool for stakeholder analysis means that the user can quickly be alerted to,
and check for, new stakeholder Insights from web sources such as News sites, RSS feeds, Twitter,
Facebook, LinkedIn, paper.li and Mention Map. In most cases these allow for the direct adding of Insights to
the users database with one click. See figure 22.

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Figure 22. Stakeholder Analysis. Courtesy of Shaping Tomorrow

Stakeholder engagement

Securing key audience support early on is essential for ensuring that the program or project is perceived as
worth taking seriously. Eliciting the help of potential "sponsors" and "champions" is likely to give the
program or project the initial burst of support to begin in earnest. Foresight programs and projects that
rely on the efforts of, or support of, one champion can run into the buffers if this person changes or leaves
unexpectedly. It is therefore advisable to seek widespread support and secure commitments upfront.

Early support is particularly needed from those who will be affected by any proposed change. Encouraging
continued activity by developing inspirational, engaging, and enabling initiatives that bring quick wins as
well as long-term improvement in foresight capabilities throughout the organization will keep the
momentum going.

Cautionary principles

Roadblocks that might emerge during this phase include:

 Needed resources or the will to implement are not there.

 No champion(s) in key positions.

 No engagement or consensus among key stakeholders.

 Unrealistic expectations from participants and key audiences.

 Changing circumstances derail the program.

 Complexity and controversy makes agreement almost impossible.

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  Previous failed attempts at co-ordinated strategic thinking and action planning.

 Low or hostile collaboration levels between the audiences.

For the sake of future success it may be better to abort the program or project than risk a failure. If these
barriers appear insurmountable at this stage then it might be best to wait for more favorable
circumstances. However, it may be that a Foresight exercise is just the sort of catalyst required to
overcome these barriers if managed well.

Only when the scoping of an agreed project management plan is in place should work start on the Foresight
program or project proper.

2.7 Futures presentations

Stakeholder interaction

Before you start your program or project, determine how the outcomes will be presented and what
interactions may be required with stakeholders.

Engaging and enabling stakeholder working sessions, interim results reporting, and a final presentation may
all be required.

Foresight Tools

A variety of tools exist and these are covered in the Methods section of this handbook. Foresight tools
generally make for good stakeholder interaction and reported outputs from the project. You should state
which methods you intend to use up-front though clearly as the project or program rolls-out you may find
the need to employ other tools in your kitbag.

Outputs

Generally the output take the form of documents produced in a variety of forms from a major report(s) to
short Trend Alerts to PowerPoint sides or collections of simple visual postcards. Here are some examples of
typical reports:

 Visual post cards: Drivers of change - Arup

 Videos: Penny For Your Thoughts - Sohail Inayatullah

 PowerPoint presentation: Mobile Trends 2020 –In-trends.org

 Trend alert: Energy scavenging grows up – Shaping Tomorrow

 Full report: Global Drivers of Change to 2060, Natural England Commissioned Report NECR030 26
November 2009

Remember that your scoping exercise should have determined which form likely best suits your organization
and/or audience.

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Further reference

 Participatory Workshops – Earthscan

2.8 Foresight management

Project management

Managing a Foresight project or program means applying the same rules of good project management like
any other project. Given the participatory nature of the process, there are two specific challenges:

 Continuous adaptation of the process

 Preserving learning

As in any project, managing time and managing people to obtain value for money are key aspects. Although
timeliness is critical, time can also be viewed as a cost, a constraint, or a resource. In terms of managing
people, there are different types of relationships that need to be handled in the Foresight process. The
Foresight project team is the main body responsible for driving the relationships both inside the team and
outside it. Perhaps the most important are those with the client, steering committee, and participants.

Participation

Foresight is intrinsically participatory. Thus, a range of participants need to be involved, making enrolling
participants a key task. There are four basic aspects to be considered:

 Role/functions of the various participants

 Identifying participants

 Engaging participants

 Training participants and key stakeholders

The need for:

 A steering group

 Champion(s)

 Project or program teams

 External contractors

and their relationship with each other and the organization needs to be documented, resources mustered,
and roles, milestones, and budgets agreed. Describe these in your project scoping document.

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Figure 23. Program management. Courtesy of Shaping Tomorrow

Planning

An implementation plan and a training plan also need to be drawn up and followed. The project
management practices should be put in place to continuously observe and ensure that the resources
foreseen for each project step are used effectively (as defined in the implementation plan) that work
schedules are kept, and outputs actually materialize.

Quality assurance

The project needs to be monitored rigorously and quality assured:

 To observe the activities during each project step and constantly compare them against the
targets, milestones, and overall time-frame.

 To continuously adapt the implementation plan to its environment. The knowledge gained and the
active participation of stakeholders may alter the view of the project.

An upfront, well written, and regularly maintained risk assessment coupled with associated mitigation plans
can avoid pitfalls later on.

Similarly, a quality assurance plan stating how this will be achieved, by whom, and by when, will give
confidence to the key stakeholders that deviations from expected outcomes will be corrected as they arise.
Peer review of outcomes also helps to ensure proof of quality work done.

Budget monitoring processes will need to be set up and expenditures managed.

An escalation procedure should be put in place defining points when variances from the plan need to be
communicated to champions and sponsors.

Lastly, a reporting timetable should be agreed with the key stakeholders to appraise progress and to agree
on further funding and next steps.

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2.9 Foresight development

Activities

With the completion of the initial project scope a number of early activities are required to ensure that
recommendations are managed, all lessons are learned, and knowledge translated into practical
applications.

These activities could include:

 Communicating the outcomes.

 Longer-term monitoring and value for money assessments.

 Widening Foresight methods and thinking to other projects and programs.

Longer-term monitoring

Organizations often find that making Collaborative Foresight an on-going strategic thinking process brings
valuable benefits to adapting to new challenges ahead of potential competition. That's because:

 Reports will degrade in relevance over time.

 Personal associations wither as people move on.

 Skills acquired dissipate without regular use.

 New key questions arise that require similar approaches.

 Continuous scanning, strategic thinking, and action planning keep the organization on its toes.

Making Collaborative Foresight a key organizational activity can increasingly be done at ultra-low cost, with
high value add and engagement of all stakeholders.

Widening Foresight methods and thinking to other programs

Evaluating on-going, or completed, Collaborative Foresight projects or programs is essential to ensure

accountability, credibility, and potential to existing stakeholders and future sponsors.

Projects and program(s) must demonstrate to sponsors and potential clients that Collaborative Foresight is
a worthwhile investment.

Learning

No project or program is complete without a post-implementation review and a final report. Evaluating on-
going or completed Foresight projects or programs is essential to ensure accountability, credibility, and
potential to stakeholders.

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Just as important as the project or program outcomes is the ability to learn from successes and failures and
pass these on to others conducting new studies. And, it’s important to be able to check the outcomes
against the original objectives ensuring each has been achieved or explanations given and further actions
noted to correct any perceived shortfalls or seize new opportunities.

Process

At its basic a post-implementation review can be as simple as the leader and/or team writing their view of
the outcome. But, a better method is to interview, or survey, key actors and stakeholders for their
evaluation. The object is not to start a witch hunt for the guilty but to create dialogue about what went
right or wrong in non-personal terms so that learning can be diffused into the organization.

These post-implementation reviews should be readily available to any authorized person at any time. They
should consider all aspects of the project or program and give the opportunity for the sponsor(s) to formally
sign off and add their own evaluation of the outcome(s). The outcomes should be expressed in both
quantitative and qualitative comparisons of results versus expected targets.

Figure 24 shows typical key measures of success of a foresight project based on the initial project scope
and post-project benefits. This web-based system allows for multi-stakeholder feedback both during and at
completion of the project thus helping to avoid big surprises and closing perception gaps soon after they
arise.

In effect, it becomes one of the team’s key project management documents and helps keep everyone on
message. Unexpected benefits' "success stories" can be documented as the work progresses and used as
examples of positive outcomes.

Lastly, continuous review means less work in going back in time, and people’s memory, to create the
document as well as reducing a potentially significant workload for a team likely to be disbanded before
the review is finished.

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Figure 24. Project evaluation – Courtesy Shaping Tomorrow

Through the professional application of project scoping and evaluation, the successful delivery of outcomes
for all concerned and helping people to see the benefits of using similar methods on their project or
program, knowledge can be transferred and further successful outcomes achieved.

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Documentation

Each aspect should provide a short summary of the:

 Results achieved

 Strategic variances versus expectations

 Lessons learned

 Recommended next steps

Further reference

 Thinking About The Future: Guidelines for Strategic Foresight, Andy Hines & Peter Bishop Social
Technologies 2007

 Follow-up of the Exercise, For-Learn, JRC European Commission

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 Practical Foresight Guide

Chapter 3 – Methods

Author: Dr. Michael Jackson, Chairman, Shaping Tomorrow

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Table of contents

3. Methods 4
3.1 Backcasting 6
3.2 Brainstorming * 7
3.3 Causal Layered Analysis * 8
3.4 Chaos theory 9
3.5 Cross-impact analysis 11
3.6 Decision modeling * 12
3.7 Delphi method * 13
3.8 Environmental scanning * 14
3.9 Expert panel * 15
3.10 Forecasting 16
3.11 Futures Wheel 18
3.12 Heuristics 19
3.13 Modeling, simulation, gaming 19
3.14 Morphological analysis * 20
3.15 Participatory methods * 21
3.16 Personal future 23
3.17 Prediction market 24
3.18 Relevance trees 24
3.19 Road-mapping 25
3.20 Scenarios * 26
3.21 Technology sequence analysis 30
3.22 Text mining 31
3.23 Trend impact analysis * 32
3.24 TRIZ * 33
3.25 Visioning * 34
3.26 Wild Cards * 35

3. Methods
Planning your Future

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No-one can predict the future, yet we all make plans based on our assumptions and desires. Making plans in
a changing and complex environment is a little like being the captain of a ship faced with uncertain
weather and variable seas. Yet, he still puts to sea in pursuit of his desires. But, despite the daunting
prospects and just like the captain, if we know where we want to go we can chart a course, navigate with
our compass, use our lookout's weather eyes, and trim our sails to make the best of the changing
conditions. These methods give us a far better possibility of reaching our destination than trusting in
providence.
Making better plans
Society today is all at sea tossed around like little boats in a swirling maelstrom of change. But the smarter
captains anticipate the future and create very different expeditions to new places from those we all
experienced yesterday. These captains signal their change of direction and it is up to us to interpret and
use their signals or chart our own very different course.
We all do this unconsciously when we watch the news, read the paper, or talk to friends and, in turn, seek
to influence our communities, families, and organizations. If you’ve ever planned for a holiday, job
interview, trip to the movies, shopping for dinner, thought about what to wear for the following day, or
looked at your watch to check what time it is then you have been shaping your own tomorrow using
foresight to plan ahead. Foresight work is therefore an everyday issue of life that pretty well every person
on the planet engages in at some level or another. But, most people have learned these skills from others
and have had no formal training in how to interpret and respond to the myriad of signals they receive each
day. A school's curricula rarely expose us to thinking about and acting in the future except at a very shallow
level and awareness of futures education opportunities is very low.
Inquisitive people who engage with and try to improve their foresight seek to add greater breadth, depth,
and distance to the process of formulating decisions because all choices have future consequences. Yet
often we rely too heavily (or solely) on history as our guide. Even the dominant western paradigm of
financial markets recognizes that "past performance is no guarantee to future success" - a warning to
consumers that is now a part of any financial growth instrument.
Examining consequences
‘While an often significant factor for consideration, "history" is an unreliable guide to the future. Most
members of the public would have heard of, or been exposed to, some of the more common "foresight
methods" like forecasting, trends, and scenarios.
These approaches are but three of more than forty methods that professionals use when thinking about the
future and when considering in greater detail a future-based issue. Foresight oriented people consciously
choose to give themselves the time to consider in greater detail the future-based consequences of their
actions before deciding the path to take. To that extent both forecasting and trend projections are highly
limited in scope, with both methods being attempts to extend history (current thinking and paradigms) by
"predicting" the future. Scenarios also have their place, and they do so only when given specific contexts in
which they can be considered. Instead, exploring the space between the "possible" and "probable" ensures
that any assessment of the much needed "Breadth," "Depth," and "Distance" components yields a more
critical consideration of future potential.’
Source: Adapted from the work of Marcus Barber (Australia 2020) with his kind permission
Multiple solutions
There are many more futures methods available than most people realize. They cover Creative,
Descriptive, Statistical, Opinion, Monitoring, Scenario, Analytical, Decision and Modeling methods.

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Before starting a project or program, examine the different methods which will best achieve the desired
outcomes. A mix of quantitative and qualitative methods should be chosen. Methods and tools that allow
one to combine different approaches are especially suitable. Spend time examining the pros and cons of
each before jumping to a previous solution or one you have heard of in passing. Draw your program design
out like the example below.

Figure 25.
Program
design.
Courtesy of Shaping Tomorrow
One way to select suitable methods is to consider the level of uncertainty involved choosing the more
sophisticated tools when complexity abounds and the time horizon is far out e.g. scenarios, forecasting,
modeling and simulation. When uncertainty is less and the time horizon more near-term then methods like
Trend Impact analysis /extrapolation and Delphi methods may be suitable.
A methodological competence should be built up within the organization and shared with the users; this is
the
task of the project or program manager and essential to future skill building.
Further reference
● Horizon Scanning Center, Foresight
● Designing the Methodology, For-Learn, JRC European Commission
● Futures Tools and Techniques, Foresight International 1998
● Questioning the Future, Methods and Tools for Organizational and Societal Transformation, Sohail
Inayatullah 2005

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 ● Futures: Multidisciplinary Studies of Patterns to Determine the Likelihood of Future Trends,
Wikipedia
● Knowledge Base Of Futures Studies, Foresight International 2005
● So What? Implications and Impacts, Local Government Association, UK
● Managing – How Could the Future Develop Differently? Local Government Association, UK
● What Alternative Futures Exist?
● A Tradecraft Primer: Structured Analytic Techniques, Richards Heuer CIA 2009
● What do We Mean by Futures Thinking? The Tomorrow Project
● 20/20 Foresight: Crafting Strategy in an Uncertain World, Hugh Courtney Doubleday 2001
● Futures Research Methodology, Millennium Project
● Futures Concepts and Powerful Ideas, Foresight International 1996
Note: Many of the tools and methods listed below can be found on the Shaping Tomorrow website. They
have been highlighted with an asterisk below. Those not asterisked will be added to the site over the next
two years.

3.1 Backcasting
Overview
Defines a desirable future and then works backwards to identify major events and decision that generated
the future, to allow organizations to consider what actions, policies and programs are needed today that
will connect the future to the present. Backcasting reminds participants that the future is not linear, and
can have many alternative outcomes depending on decisions made and the impact of external events on an
organization.
Uses of the method
● Planning
● Resource management
Benefits
● Avoids extrapolating present conditions.
● Quick & agile.
● Accessible and engaging.
● Lightweight.
● Creative.
● Disadvantages.
● Assumes the desirable future will occur.
● May need constant updating.
● Can be resource intensive and time consuming.
● No defined, conceptual framework.
● Best for skilled practitioners.
Steps to complete
● Set timeline.
● Define the present state.
● Define desirable future.
● Develop sequence of backward steps to achieve desirable future.
● Assess opportunities and risks.

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 ● Identify policies and programs that will connect the future to the present.
Further reference
● Backcasting 101, IA Summit 2008 Session Presentation

3.2 Brainstorming *
While not a specific foresight technique Brainstorming attempts to draw out peoples’ creativity through
idea generation. It is a good way to quickly identify the key opportunities and risks inherent in an issue and
to determine different future possibilities and alternate long-term strategies.
Uses of the method
Brainstorming is used for all manner of creative thinking tasks that range far beyond foresight uses. In
Foresight Projects it can be used to generate ideas about patterns, events and uncertainties gleaned from
Horizon Scanning, deriving key driving forces from reviewing Trends, imagining future scenarios,
strategizing preferable futures and creating action plans etc.
Benefits
● Fast
● Collaborative
● Cheap
● Commonly known and proven technique
● May produce 'out-of-the box' thinking and solutions
Disadvantages
● Insufficiently robust underlying thinking if no other foresight tools used
Steps to complete
● Develop a lot of ideas in a short space of time around a chosen issue
● Defer discussion and judgment until the idea generation phase has completed
● Encourage out-of-box-thinking
● Build off one idea to create others
The facilitator of the brainstorm encourages the participants to offer solutions to the issue at hand.
All ideas are encouraged however, seemingly off the wall. Criticism of ideas offered is strictly not allowed.
Ideas are recorded without regard to ordering.
After the idea gathering process is exhausted the participants sort, order and rank according to priority.
Duplicate and similar ideas are consolidated. The finalist is then used to determine next steps and actions.
Further reference
● Thinkertoys: A Handbook of Creative-Thinking Techniques, Michael Michalko, Ten Speed Press, 2006
● Southbeach Modeller

3.3 Causal Layered Analysis *

Causal Layered Analysis, or CLA for short, identifies the driving forces and worldviews underpinning diverse
perspectives about the future and what it means to groups. For organizations, CLA allows the perspectives
of a range of staff and stakeholder groups about an issue or strategic option to be explored to identify
driving forces and worldviews shaping that issue. It is particularly useful when different groups hold

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different perspectives on the future of an organization and what strategy should be actioned. Through
group discussion, sharing of diverse perspectives, and surfacing contrasting worldviews and underpinning
myths, the method encourages the deconstructing of conventional thinking to produce a shared view of
possible future outcomes that can break existing paradigms of thinking and operating.
Uses of the method
● Uncover why things are not working today and develop potential and shared solutions
● Question conventional future thinking
● Develop shared organizational strategy
● Explore issues from qualitative perspectives to strengthen understanding of the issue
● Facilitate multi-cultural dialogue and understanding
● Gain a better understanding of one’s own worldview and ways of making sense of the world
● Develop different sorts of products and services and revised policies
Benefits
● Collaborative and appealing to wide range of participants
● Integrative with other foresight methods
● Supports the development of powerful and richer future scenarios
● Useful check that constructed scenarios are robust across diverse perspectives
● Develops shared visions of a preferred organizational future
● Potential for issue transformation
● Links short, medium and long-term strategic thinking
Disadvantages
● Requires participants to be willing to share their perspectives and challenge their assumptions
about how the organization operates
● Needs to be connected with other foresight methods to generate future scenarios
● Requires acceptance of the basic CLA theory by the participants
● May reduce individual creativity
● May constrain action through 'analysis/paralysis'
Steps to complete
Begin by:
● Identifying the critical issues or trends that are contentious or critical to better understand
Then apply the CLA method:
● Litany: map current responses and views about the issue – at this level people are describing their
reaction to the issue as they ‘feel’ it
● Social causes: identify what is causing the issue to develop – this level identifies the trends and
drivers shaping the issue as it appears to participants – these drivers are usually accepted and not
questioned at this level
● Discourse/worldview: asks whose worldview is shaping the issue, whose voice is being heard and
whose is not,
● Myth/metaphor: identifies stories and myths that underpin the dominant and minority worldviews
to demonstrate the depth of thinking that is generating the issues we see today.
The next stage is to re-build that thinking by exploring a new metaphor that can inform thinking and start
to shape the issue in a shared way. Once there is a shared view of the issue, action steps can be identified
to address the issue today.

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CLA can be used to inform the development of scenarios and a preferred future for an organization as its
output is based on a shared view of both the issues and its underpinning drivers.
Further reference
● Future Research Methodology - Version 3.0, Millennium Project 2009. CD ROM
● The Causal Layered Analysis (CLA) Reader, Sohail Inayatullah (editor), 2004

3.4 Chaos theory

Overview
Chaos theory suggests that the future is both patterned and chaotic. "...chaos is manageable, exploitable
and even invaluable......The behavior of a chaotic system is a collection of many orderly behaviors, none of
which dominates under ordinary circumstances. ...by perturbing a chaotic system in the right way, it can
be encouraged to follow one of its many regular behaviors." Ditto and Pecora (1993).
So from a futures perspective applying Chaos Theory helps determine where and how problems and issues
can be positively influenced.
Uses of the method
● Slow the system down
● Nudge the system in new directions
● Empower locally not manage centrally
● Work with the system for advantage
● Add resources to the system - human and/or physical
● Introduce systems feedback loops and control programs
● Add interference noise
Benefits
● Greater understanding of a systems behavior, sensitivity etc.
● Modeling of alternative scenarios and effects
● Risk/opportunity analysis assessment
Disadvantages
● Requires advanced analysis skills and mostly likely outside specialists
● Complex and costly
● Greater chaos can ensue through additional human intervention
● Outcomes can be suspect or useless
Steps to complete
We recommend you explore the Further Reference links below and develop your bespoke process after
having consulted with the specialists.
Further reference
● what If? Technologies: provides software technology and consulting services for systems models and
simulation. Models are used for strategic planning and scenario analysis, as well as risk analysis,
policy analysis and education.
● Visokio: software package from Omniscope
● Southbeach Modeller: notation to help you with innovation, improvement, collaboration
● Chaos Data Analyser: software package by J.C. Sprott and G.Rowlands.

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 ● Future Research Methodology - Version 3.0, Millennium Project 2009 CD ROM

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3.5 Cross-impact analysis
Overview
Cross-impact analysis is a family of techniques often thought of as an extension of the Delphi technique.
Like its name entails, it involves identifying and evaluating the impact of trends or events upon each other
using a matrix format.
Uses of the method
● Commonly used as part of an expert-opinion study
● Can be considered part of the Delphi technique.
● Exploring a hypothesis and finding points of agreement and divergence.
● Targets audiences comprising experts from industry, academia, research and government
Benefits
● Limited skills required
● Forces attention of the respondents
● Estimates dependency and interdependency between issues
● Increases knowledge of the respondents and clarifies views
Disadvantages
● Can be time-consuming if several iterations required or matrix is very large
● Limited pair-wise nature of the method
● May not reflect reality
● May not yield sufficiently consistent respondent response
● Relies on experts input
Steps to complete
● Choose issue and select experts
● Construct a matrix to show the inter-dependencies of different events. A matrix lists the set of
events or trends that may occur along the rows, and the events or trends that would possibly be
affected by the row events along the columns.
● Design the probability scale
● Require respondents to assess how occurrences in each row affect the probability of the event in
the corresponding column.
● After preliminary probabilities and inter-dependencies are estimated, the probabilities are
iteratively recalculated using Monte Carlo sampling or another method.
● Points of convergence and divergence in thinking are then agreed by all respondents and scenarios
generated.

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Further reference
● Cross-impact analysis, Wikia
● Cross-impact analysis, For-Learn, JRC, European Commission,
● Future Research Methodology - Version 3.0, Millennium Project 2009 CD ROM

3.6 Decision modeling *

Overview
Models constructed to examine the impact of alternative strategies by replicating system behavior.
Uses of the method
● assessment of risk/reward structures
● evaluation of strategy and policy options
● consumer choice
● product portfolio analysis
● future market potential
● capacity analysis
● optimization
● agent-based models
Benefits
● provides choices among competing alternatives
● provides clarity
● offers on-going decision support
● based on formal underpinnings
● has potential for sensitivity analysis
● can create multiple, linked scenarios
● can be flexed over time
● can be flexed in terms of changes to criteria
Disadvantages
● may not work if unexpected events happen
● past and today focused in terms of inputting data
● original criteria may change
Steps to complete
● formulation of the type of model
● determination of the rules and ways to judge alternatives
● evaluation
● appraisal
● sensitivity analysis
● development of key scenarios or preferred outcome
● recommendation
Check out the available software resources below for assistance with this method:
Further reference
● Decision model, Wikipedia

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 ● Future Research Methodology - Version 3.0, Millennium Project 2009. CD Rom
● Expert Choice: Collaboration software helps organizations make better decisions that achieve
alignment and buy-in with speed and transparency.
● DecisionTool Suite: The DecisionTools Suite is an integrated set of programs for risk analysis and
decision making under uncertainty that run in Microsoft Excel.
● Logical Decisions: Lets you evaluate choices by considering many variables at once, separating facts
from value judgments, and explaining your choice to others.

3.7 Delphi method *

Delphi is a technique to structure group communication processes to deal with complex issues. It is
particularly used by experts in a series of iterative learning rounds.
Delphi first establishes the group's initial view, presents instant feedback on differing opinions, and goal
seeks an agreed position in the final round.
Contributors to the group analysis do not have to meet in person and can see the results as they, and their
colleagues, add their views in real time.
At the beginning, the organizer(s) formulate questions about the future and present these to contributors.
Contributors respond by adding their rankings and comments.
The organizers then modify the anonymous comments received to formulate better questions. The process
is run again, in a series of rounds, until a consensus answer is arrived at.
Uses of the Delphi method
● Consensus building.
● Avoiding group think.
● Generating ideas.
● Forecasting future issues.
Benefits
● Fast consensus.
● Virtual participation.
● Handles single or multiple questions.

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Disadvantages
● Paradigm shifts can be problematic.
● Participant expertise may reduce result.
● Cross-impact not considered.
● Team leaders can bias the result.
● Disagreements may not be properly resolved.
Steps to complete a Delphi Analysis
● Team creation
● Selection of participants
● Establishment of the question(s)
● Question sense-check testing
● First round voting/commenting
● First round analysis
● Revision of question(s)
● Second round/voting/commenting
● Second round analysis (more rounds if required)
● Stable consensus achieved
● Conclusions produced
Further reference:
● Delphi Analysis (case study), David Reay, Heriot Watt University, 2002
● Forecasting Economic Variables Using The Delphi Method, Society of Actuaries Meeting2004
● Delphi Method, UNIDO
● The Delphi Technique, JISC InfoNet
● Delphi method of Forecasting, Zane Ewton Associated Content, 2006

3.8 Environmental scanning *

Overview
Environmental or Horizon Scanning is the art of systematically exploring the external environment to (1)
better understand the nature and pace of change in that environment, and (2) identify potential
opportunities, challenges, and likely future developments relevant to your organization. Environmental
Scanning explores both new, strange, and weird ideas, as well as persistent challenges and trends today.
Uses of the method
● Detecting: important economic, social, cultural, environmental, health, scientific, technological,
and political trends, situations, and events.
● Identifying: the potential opportunities and threats for the organization implied by these trends,
situations, and events.
● Determining: an accurate understanding of an organization's strengths and limitations.
● Providing: a basis for analysis of future program investments.
Benefits
● Better, faster anticipatory warning.
● Time to prepare improved.
● Research repository.

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 ● Innovation and risk management enhanced.
Disadvantages
● Resource intensive and requires intensive effort.
● Not a panacea to spot all emerging change in time.
● No hard and fast rules to lead to a "correct" interpretation of information.
Steps to complete
● Identify emerging issues by scanning the horizon (and beyond) in areas of interest.
● Research the background, future, and potential impacts of these issues.
● Evaluate issues and explore why these are important for your organization
● Developing strategies to support preferable futures.
Further reference:
● Sharpen Your Business Acumen: A six-step guide for incorporating external trends into your internal
strategies, Ram Charan Strategy + Business
● Thinking About The Future: Guidelines for Strategic Foresight, Andy Hines & Peter Bishop, Social
Technologies 2007
● Environmental Scanning¹, Wikipedia
● Environmental Scanning: A Holistic Approach, Wendy Schultz, Infinite Futures 2002
● Was It Good For You?: Subjective-Objective Issues in Applied Futures Research, Wendy Schultz,
Infinite Futures 2002
● Environmental Scanning: What it is and How to Go About It: Maree Conway 2009

3.9 Expert panel *

Overview
Uses a pre-determined group of experts and renowned people (sometimes anonymously) to give feedback
on issues.
Uses of the method
● Qualitative input and feedback on issues
● Quantitative feedback on issues
The method has a legion of uses wherever expert opinion is required.
Benefits
● Fast feedback.
● Wide perspective on issues.
● Convergent and divergent thinking.
● Good for evidence building.
● May uncover potential innovations or unforeseen risks.
● Improves output quality of final reports.
Disadvantages
● Experts can be wrong and miss weak signals that affect their current knowledge.
● A different group of experts or larger population may offer different advice.
● More costly, time consuming and resource hungry than some other methods.
Steps to complete

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 ● Determine issue to study.
● Determine if experts will be anonymous to each other.
● Define their roles.
● Determine method of engagement: telephone interview, face-to face, meeting, electronic etc.
● Find, recruit and agree terms with experts.
● Provide process for, and receive expert input.
● Review and resolve disagreements.
● Produce draft final report.
● Peer review
● Produce final report.
Further reference
Futures Research Methodology Version 3.0, Millennium Project, 2009 CD ROM

3.10 Forecasting
Overview
Forecasting is a process of making statements about events whose actual outcomes (typically) have not yet
been observed.
Uses of the method
● Forecasts are universally used across all PESTLE subjects to forecast and predict outcomes by all
manner of individuals and organizations.
Benefits
● Quick and easy to do at basic level.
● Can be taught and learned.
● Can be peer reviewed.
● Facilitates strategy and policy-making
● Can create challenge to existing paradigms and resource constraints.
Disadvantages
● The forecaster ignores related fields.
● New technical approaches supersede the forecasters’ assumptions.
● Assumptions and likelihoods can/will be wrong
● Can be complex and require training or facilitation.
● Forecasts can be taken as gospel by untrained people.
● Can be very time consuming.
Because of these problems, it is better to combine forecasts rather than to try to select one method. If this
is done, the strengths of one method may help compensate for the weaknesses of another.
Steps to complete
Futurists usually use explorative approaches (What might the future be?) or normative methods (What is
hoped for in the future?) to create forecasts through:
● Trend extrapolation - estimates future outcomes based on historical data using time series
methods.
● Causal / econometric methods - assumes that the underlying factors that might influence the
variable that is being forecast can be identified.

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 ● Judgmental - uses human judgment, opinion and likelihood estimates usually through consensus
methods e.g. the Delphi Method and surveys.
● Artificial intelligence - simulates structured futures outcomes.
● Genius forecasting - use of Science Fiction writers and other experts.
See also prediction markets, gaming, simulation and modeling, cross-impact analysis and scenarios.
Most forecasting approaches follow the steps below though not in a linear process as described here.
Forecasting is usually an iterative learning process:
● Define the forecasts purpose
● Gather initial data, forecasts from others and ideas
● Choose the method
● Fix the time-frame
● Define alternative futures
● Create a forecasting model
● Populate the model
● Evaluate the results
● Share results and obtain buy-in
● Refine and maintain

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Further reference
● Forecasting, Wikipedia
● Footprints of the Future: Timelines and Exploratory Forecasts in Futures Research, Peter Von
Stackelberg - Social Technologies, June 2008
● Futures Research Methodology- Version 3.0, Millennium Project 2009 CD ROM
● Operations Research and Technological Forecasting, Roy K. Frick, Airpower September 2003

3.11 Futures Wheel

Overview
Produces a graphical visualization of direct and indirect future consequences of a change or development.
Uses of the method
● Organize thoughts about a future development or issue.
● A series of wheels can be constructed to consider different aspects of the issue.
Benefits
● Structure possible impacts.
● Visualize interrelationships.
● Aids brainstorming.
● Multiple future conscious perspectives possible.
● Quick and easy to do.
Disadvantages
● Pre-cursor only to employment of other foresight methods.
Steps to complete
● Place the central issue describing the change in the center of a page.
● Position events or consequences that follow directly from that development around and near it.
● Then position indirect events or consequences of the direct consequences around the first level
consequences.
● Mark these concentric levels with concentric circles or use different colors as above.
● Connect the consequences in a tree or a spider’s web.
Further reference
● Futures Wheel: Local Government Association, UK.
● Futures Research Methodology - Version 3.0, Millennium Project 2009 CD ROM

3.12 Heuristics
Overview
A heuristic is an algorithm that is able to produce an acceptable solution to a problem in many scenarios
using experimental and especially trial-and-error methods.
Uses of the method
Heuristics are typically used when there is no known method to find an optimal solution, under the given
constraints; Very common in wide range of real world problems and implementations.
Benefits

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 ● Heuristic algorithms may be the only way to get good solutions in a reasonable amount of time.
Disadvantages
● Performance is never guaranteed.
● No formal proof of correctness.
● Complex and requiring significant expertise.
Steps to complete
These are rules of thumb rather than specific steps in a process. By their very nature 'heuristics' don't fit
well within a step-wise procedure but these principles are generally true:
● Determine the issue to be studied.
● Develop the small set of evaluators (success criteria and measures).
● Create a model.
● Test and stress the model.
● Determine if the model works sufficiently close to real world results that it can be used as a
surrogate test-bed.
● Amend the model with experience.
Further reference
● Ten Usability Heuristics: Jakob Nielsen, UseIt.com
● How to Conduct a Heuristic Evaluation: Jakob Nielsen, UseIt.com

3.13 Modeling, simulation, gaming

Overview
Modeling, simulation and gaming are techniques to help the user see the effects of their decisions in
advance. Modeling, simulation and gaming has grown in influence as computerization of the structure and
rules allows complex systems dealing with many variables to be presented dynamically and graphically. As
computer gaming technology becomes more sophisticated and monitoring devices become ever more
ubiquitous we can expect these foresight methods to become ever more pervasive and exciting to use. For
instance, virtual worlds too are very large simulations hosting smaller simulations and these are growing in
power exponentially.
Uses of the method
● Entertainment
● Design
● Planning
● Foresight
● Education
● Research
● Forecasting
● Negotiating
Benefits
● Help describe the behavior of complex systems in a safe and dynamic environment.
● Are driven by the pre-defined structure of the design and the chosen set of rules applied to each
iteration.
Disadvantages

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 ● Understanding the rules and their limitations is key to obtaining useful results that emulate the real
world
● Unless a simple model, costs time and resources are likely to be very high.
Steps to complete
● Determine vision, aim and strategy
● Set goals and objectives
● Create initial design
● Involve participants in the development
● Develop design
● test design
● Launch
● Modify design as participants use it or suggest improvements.
Further reference
● Future Research Methodology - Version 3.0, Millennium Project 2009 CD ROM

3.14 Morphological analysis *

Overview
Explores all the possible solutions to a multi-dimensional, non-quantified, complex, usually 'wicked',
problem.
Uses of the method
● Can be used in diverse fields including policy analysis and futures studies for scenario planning
purposes plus new product development.
Benefits
● Opens new possibilities beyond traditional thinking.
● Non-quantified method for investigating problem complexes, which cannot be treated by formal
mathematical methods, causal modeling and simulation.
● Unclear parameter definitions and incomplete ranges of conditions are quickly identified.
● Can accommodate multiple alternative perspectives rather than prescribe single solutions.
● Functions through group interaction and iteration rather than back office calculations.
● Generates ownership of the problem formulation through transparency.
● Facilitates a graphical (visual) representation for the systematic, group exploration of a solution
space.
● Focuses on relationships between discrete alternatives rather than continuous variables.
● Concentrate on possibility rather than probability.
Disadvantages
● Can be overly structured
● Complex and time consuming
● Needs facilitation.
Steps to complete
● Agree the problem to be investigated
● Identify and define the dimensions
● Assign ranges of values to these dimensions

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 ● Construct a 'morphological box' placing these dimensions against each other in an n-diameter space
● Establish which configurations of the dimensions are useful, practical, and interesting.
● Define this configuration as the solution space (boundary conditions).
Further reference
● General Morphological Analysis: A general method for non-quantified modeling - Tom Ritchey
Swedish Morphological Society

3.15 Participatory methods *

Overview
Participatory methods should be an integral part of any foresight project.
Uses of the method
Participatory methods are now well developed in relation to project-level impact assessment. Participatory
methods are therefore a diverse and flexible set of techniques for visual representation and stakeholder
involvement characterized by a set of underlying ethical principles.
Benefits
● Participatory methods enable better identification of who is affected in which ways.
● Enable the voices of many stakeholders to be heard and their messages woven into future solutions.
● Objection handling is forewarned and fore-armed
● Relatively cheap and fast to do.
● Can help avoid unforeseen future pitfalls and consequences.
Disadvantages
● May produce a 'Tower of Babel' effect.
● Not 'neat and tidy'.
● Needs strong and effective management or reputation loss will ensue.
● Managers may not want to hear or act on the feedback.
Steps to complete
Participative methods are now widely used as a result of the dramatic rise of electronic social networks and
use of Web 2.0 technologies. As a result there are many ways to set up a participatory foresight project:
● Calendars
● Diagrams
● Diaries
● Ethnography
● Ethno-classifications
● Focus groups
● Interviews
● Mapping techniques
● Narrative analysis
● Participatory analysis
● Photo and Video sharing
● Questionnaires
● Ranking techniques
● Role-play

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 ● Story-telling
● Theatre
● Time trends analysis
Further reference
● Participatory Methods: Dr. Linda Mayoux, Manchester University, UK

3.16 Personal future

Overview
Provides a research method for instructing individuals in understanding and developing their personal
futures.
Uses of the method
Anyone with an interest in managing their future.
Benefits
● Provides the individual with strategies, contingency plans and an action plan that would help the
individual achieve a preferred future.
● Encourages individuals to use these methods in their everyday lives.
● Enable experienced futurists to develop teaching methods and materials that will effectively lead
individuals in their exploration of their futures.
● Can be undertaken individually or in groups.
● Fast and free.
Disadvantages
● None
Steps to complete
● Personal research
○ - Exploring life stages
○ - Exploring personal domains
○ - Exploring life events
○ - Constructing a personal framework
● Scenario development
○ - best plausible
○ - transformational
○ - worst plausible
● Personal strategic planning
○ - preferred future
○ - strategy development
○ - contingency plan
○ - action
Further reference
● Personal Futures: Verne Wheelwright

3.17 Prediction market

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Overview
Speculative markets created for the purpose of making predictions.
Uses of the method
● Many internal and external prediction markets exist covering many topics.
Benefits
● Prediction markets are betting exchanges exhibiting no risk for the bookmaker.
● Prediction markets are thought to be at least as accurate as other institutions predicting the same
events with a similar pool of participants.
Disadvantages
● Helpful for short-term but not so much for mid to long-term predictions.
● However, the comments generated can be helpful for spotting tipping points, emerging issues and
wild-cards.
● Prediction markets may be subject to speculative bubbles.
● Can be direct attempts to manipulate such markets.
● Some kinds of prediction markets may create controversial incentives.
Steps to complete
● Companies that provide enterprise prediction markets include NewsFutures, Crowdcast,
CrowdWorx, Inkling, and Consensus Point.

3.18 Relevance trees

Overview
An analytical technique that sub-divides a large subject into increasingly smaller sub-topics. Output is in
the form of a visual hierarchical structure.
Uses of the method
Can be used to study a goal or objective, as in morphological analysis, or to select a specific research
project from a more general set of goals, as in network analysis. Similar to concept maps. Network displays
sequentially identify chains of cause-effect (or other) relationships.
Benefits
● Ensures that a given problem or issue is broken into comprehensive detail
● Important connections among the elements considered are presented in both current and potential
situations.
● Aid in both historical analysis and in forecasting.
● May show new combinations in insightful ways.
Disadvantages
● Requires critical judgments which if in error may weaken the outcome.
Steps to complete
● Determine the issue to be studied and agree the objectives.
● Arrange the tree in a hierarchical order, the objectives, sub-objectives, and tasks in order to
ensure that all possible ways of achieving the objectives have been found.
● Evaluate the relevance of an issue to the finding of a solution.

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 ● Choose the tree(s) with the highest relevance for further in-depth study.
Further reference
● Judgment-Based Technological Forecasting Techniques: Relevance Trees, Wiley
● Relevance Trees, Jim Flowers, Ball State University 2005
● Futures Research Methodology - Version 3.0 - Millennium Project 2009 CD ROM

3.19 Road-mapping
Overview
Road-mapping is an important tool for collaborative planning and coordination for corporations as well as
for entire industries. It is a specific technique for technology planning, which fits within a more general set
of planning activities.
A road-map is the document that is generated by the process. It identifies (for a set of product needs) the
critical system requirements, the product and process performance targets, and the technology
alternatives and milestones for meeting those targets. In effect, a technology road-map identifies alternate
technology “roads” for meeting certain performance objectives.
Uses of the method
● Can help develop a consensus about a set of needs and the technologies required to satisfy those
needs.
● Provides a mechanism to help experts forecast technology developments in targeted areas.
● Can provide a framework to help plan and coordinate technology developments both within a
company or an entire industry.
Benefits
● Provides information to make better technology investment decisions.
● Determines the technology alternatives that can satisfy critical product needs.
● Helps clarify alternatives in complex situations.
● Identifies critical product needs that will drive technology selection and development decisions.
● Generate and implement a plan to develop and deploy appropriate technology alternatives.
● Complex maps can be developed that can be updated in real-time.
Disadvantages
● Resource, time and cost hungry.
● May not consider other emerging forces impinging on the road-map.
● Some of the participants must know the process of road-mapping.
Steps to complete
● Define the scope and boundaries for the road-map.
● Identify the “product” or 'issue' that will be the subject of the road-map.
● Identify the critical system requirements and their targets.
● Specify the major technology areas.
● Specify the technology drivers and their targets.
● Identify technology alternatives and their time lines.
● Recommend the technology alternatives that should be pursued.
● Create the technology road-map report.
● Critique and validate the road-map.

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 ● Develop an implementation plan.
● Review and update.
Further reference
● Fundamentals of Technology Road-mapping, Marie L. Garcia, Olin H. Bray, Sandia National
Laboratories
● Road-mapping, Gerrit Muller, Embedded Systems Institute, 2010

3.20 Scenarios *
Overview
Scenario planning is one of the most well-known and most cited as a useful technique for thinking about the
future. Scenarios are preparation for potential future challenges, not predictions of what will happen. They
help us to identify future option spaces and give us confidence to act in a world of uncertainty.
Scenario planning questions assumptions we all make about the future. The method creates plausible views
of the future that decision-makers can use to determine their best response and how to react to alternative
plays.
Scenarios are qualitatively distinct visions, told as stories, of how the future looks. They make explicit the
assumptions of how the world works. As the project progresses, the process will move from wide
exploration to a narrowing of focus, from horizon scanning to envisioning potential futures and determining
response as the diagram above shows.
The key in creating scenarios of best/worst case options is in finding that strategy that represents the best
ground on which to base subsequent action plans.
Uses of the method
● explore uncertainties
● test for limits
● order alternative futures
● Identify emerging risks and opportunities
● improve future assumptions
● derive better planning information and knowledge
● provide an outside-in challenge
● act as a forum against conventional inside-out orthodoxy
● a way to dream in a safe environment
● as an approach to derive fresh vision and/or current or new strategy development
● sensitivity and risk assessments and comparative testing of projects, portfolios and organizations
● rehearse the future
● informs both personal and organizational choices
Benefits
Building scenarios help us to
● understand the realm of possible options
● make us live the future in advance so as we can take better decisions today
● avoid unpleasant surprises
● change our vision of how the world works
● generate a common understanding of the real issues

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 ● test our decisions against a range of possible worlds
● deal with complex adaptive environments where the outcome is uncertain
● teach people and teams how to think strategically about the future and know how to act
● agree a common language
● inspire, engage and enable shared action
● identify issues for further horizon scanning
Scenarios are not an end in themselves, but a tool to
● identify risks to, and opportunities over a desired time period
● expose long term challenges for strategies and policies
● deal with a mix of wide ranging qualitative and quantitative inputs
● enable assumptions to be made clear and explicit
● make real the implications of these challenges
● encourage collaboration
● support and improve vision and policy making by starting grounded and challenging conversations
about choices, trade-offs, and conflicts
● build capacity among staff in futures work
In some organizations scenarios are embedded in the fabric of decision-making and are a way to do
business.

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Disadvantages
● can be construed as the 'official future' by non-experts.
● may lack credibility as being too far-fetched, subjective or meaningless.
● after a time scenarios can be seen as plain wrong!
● cannot be validated.
● can suffer from cognitive/cultural myopia.
● people may not be able to suspend their disbelief.
● time consuming.
● complex.
● can be expensive.
● may suffer major project creep if mot well managed.
However, these can be overcome by proper communicating of the purpose from the outset.
Steps to complete
Almost all formal scenario planning is done manually in workshop settings and the approaches are usually
deductive using quadrant-based models or inductive (determine all of the potential futures that could be
problematic or opportunistic, and mix them and match them into commonly-themed groups).
Both of these approaches can be very useful and insightful, but are intrinsically limited -- there are only so
many possibilities that mere humans can come up with in the limited time and with the limited tools that
are typically available. Most authors and experts recommend the construction of four scenarios as one can
only be considered a forecast, two would most likely limit competing uncertainties and three may cause
people to assume one is the forecast. Where more than four scenarios are required then the Morphological
Analysis method should be considered.
Timing of scenario projects should be considered carefully. Avoid such a project when the strategy round
has just ended, when key executives are on the move, the market or organization is in chaos, when there is
political-infighting or competing projects make too much noise.
An effective way of trying to exhaustively identify futures that could be of particular interest is to do it
abductively with technology. Scenarios can also be developed using technology but technological
approaches are not always the most effective way to do scenario work though they certainly can provide a
good input into scenario thinking.
● identify the specific domain/environment that is of interest (e.g. terrorism, renewable energy,
alternative health care, etc.)
● spend time to build a systems model.
● identify the major driving forces (e.g. market elements, government regulation, social values,
manufacturing processes, etc.)
● determine how they contribute/interact with the other forces, both positively and negatively using the
cross-impact method to identify patterns and choose the strongest driving/restraining forces
● exercise/iterate the system through possible states or futures.
● evaluate to determine which is high-value and needs to be evaluated through construction of
a scenario.
● determine and rank the predetermined elements that will inform your strategic response: slow-
changing phenomena e.g. demographic shifts, constrained situations e.g. resource limits, in the
pipeline e.g. aging of baby boomers, inevitable collisions e.g. climate change arguments.

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● capture and rank critical uncertainties (key variables) from the underlying assumptions you have made.
Both these and the predetermined elements will be key to creating scenarios and examining potential
future paradigm shifts.
● give the strongest driving/restraining forces (scenarios) a short sharp metaphoric, vivid and
memorable title that does what it says on the tin and that defines the key question and scope. Create
several scenarios at once.
● determine whether medium term (plausible) or long-term (possible) scenarios are required.
● conduct interviews, workshops and horizon scanning to flesh out, group ideas and refine the scenarios.
Use the input form here to define your scenario and capture your outline script.
● produce narrative stories for each key scenario adding these to the input form. Read this article on
story types and this one on how to write stories
● ensure each scenario is grounded in the real world particularly how it evolved from where it is now.
● use one person to document and aggregate all of your scenario material here.
● add evocative images from the time of, and perspective of, future generations.
● stress test and wind tunnel the scenarios looking for consistency, plausibility, relevance and
presentation style among them.
● capture unique insight into new ways of seeing that can be utilized by the organization e.g.
vulnerabilities uncovered, big bets, mega opportunities, identification of leading indicators.
● what conclusions can we draw from the exercise(s)?
● How might the future be different?
● How does A affect B?
● What is likely to remain the same or change significantly?
● What are the likely outcomes?
● What and who will likely shape our future?
● Where could we be most affected by change?
● What might we do about it?
● What don't we know that we need to know?
● What should we do now, today?
● Why do we care?
● When should we aim to meet on this?
Your scenario will be a good one if it inspires, engages and enables others to take action, breaks people's
acceptance of current paradigms and produces plausible outcomes that can be turned into strategic
responses.
Further reference
● Futures Research Methodology - Version 3.0, Millennium Project 2008 CD ROM
● Scenarios: The Art of Strategic Conversation, Kees Van der Heidjen, Wiley 1996
● The Art of the Long View: Planning for the Future in an Uncertain World, Peter Schwartz, Currency
Doubleday 1996
● Scenario Planning: The Link Between Future and Strategy, Mats Lindren & Hans Bandhold, Palgrave
McMillan, 2009
● Scenario Planning: Managing for the Future, Gill Ringland, Wiley 2006
● Structured Analytic Techniques, Richards J. Heuer Jr & Randolph H. Pherson, 2010, CQ Press

3.21 Technology sequence analysis

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Overview
Technology Sequence Analysis (TSA) is similar to PERT (Project Evaluation and Review Technique) and is a
probabilistic method of estimation of when future events might occur. TSA links intermediate technology
steps into a network of cause and effect links. These links are assigned probabilities (PERT uses 'duration')
to define the likely probable date of a technologies arrival.
Uses of the method
Used in quantitative estimation of when a technology could become available and in exploring associated
policy questions.
Benefits
● Can handle many intermediate links.
● Useful for connecting analysis of separate but related technological developments sharing common
elements.
● Establishes the key critical probability path and uncertainty associated with delivery of the end-
technology.
● Allows simulation of different probabilities, connections of intermediate links and varying durations
etc.
● Helps reduce risk and better ascertains the associated costs of delivery of the end-technology.
● Lays out a clear path and alternative routes for investment decisions.
Disadvantages
● Time
● Complexity
● Cost
● Expertise and training required
● Usually needs sophisticated software
● Experts required
Steps to complete
● Determine if software required
● Obtain software
● Decide on expert contributors
● Collect data from experts
● Construct the network
● Compute the result

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Further reference
● Futures Research Methodology - Version 3.0, Millennium Project, 2009 CD ROM

3.22 Text mining

Overview
Text mining identifies patterns and breakthrough occurrences in large amounts of raw data and information
gathered from internal or external sources. The goal is to discover previously unknown information to the
researcher.
Text mining tasks include text categorization, text clustering, concept/entity extraction, production of
granular taxonomies, sentiment analysis, document summaries, and entity relation modeling (i.e., learning
relations between named entities).
Uses of the method
● Key tool in Horizon Scanning content analysis where it is used to determine early warning of weak
signals, emerging issues and wild-cards.
● Intelligence assessments.
● Basis for creating S-curves, trend extrapolations and growth modeling.
Benefits
● Can process large quantities of information and develop indicators of change.
● Increasingly can interpret meaning.
● Suitable for both unstructured and structured data.
Disadvantages
● Only yields a partial though highly relevant piece of the answer.
● May miss important sources or important keywords, people and organizations.
● Requires additional expert opinion.
● Complexity.
● Costs of access to subscriber databases and journals can be extraordinarily high though increasing
transparency is significantly reducing the time it takes for ideas and discoveries to appear in the
free press.
● Requires trained, analytical people.
Steps to complete
● Determine question to be answered.
● Create focused list of directly associated keywords.
● Search for these keywords.
● Use text mining software to find experts, authors, keywords, organizations and countries most
associated with answering the question from Internet sources, databases and experts.
● Cross-impact people and organizations against keywords to discover their interests.
● Create time-lines of keyword usage in the form of S-curves to track mentions over time.
● Analyze and interpret.
Further reference
● Futures Research Methodology – Version 3.0, Millennium Project, 2009 CD ROM
● Text Mining, Wikipedia

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3.23 Trend impact analysis *
Overview
Trend impact analysis is a forecasting which examines the cause, nature, potential impact, likelihood and
speed of arrival of an emerging issue of change. Some trends are relatively predictable like global
population growth but most trend extrapolations deteriorate over time the further out the projection goes.
TIA seeks to look at the envelope of possibilities that deviate from the expected norm.
Uses of the method
● Forecasting
● Contingency planning
● Policy option analysis
● Impact analysis
● Strategic planning
● Scenario planning
Benefits
● Simple
● Cost effective
● Forces consideration of non-linear trend extrapolation
● Offers sensitivity analysis
Disadvantages
● Incomplete variables
● Relies on judgment
Steps to complete
● A trend is projected forward as a baseline scenario from historical data assuming no surprises.
● Experts provide alternative views and scenarios of how the trend can turn out based on likelihood
occurrence and estimated future impact.
● A database produces models, visualizations or scenarios showing the bounds of probability and
expected time to deviation from the surprise-free future.

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Further reference
● Futures Research Methodology – Version 3.0, Millennium Project, 2009 CD ROM

3.24 TRIZ *
Overview
TRIZ (Theory of Inventive Problem Solving) is a methodology, tool set, knowledge base, and model-based
technology for generating innovative ideas and solutions for problem solving. It can be used in many
foresight projects such as technology forecasting, advanced SWOT and patent analysis.
Uses of the method
● Tools and methods for use in problem formulation
● System analysis
● Failure analysis
● Patterns of system evolution
● Solving manufacturing problems
● Creating new products
Benefits
● Known and unknown types of problems can be solved.
● Algorithmic approach to the invention of new systems, and the refinement of old systems.
● As experience grows, solutions for a class of know types of problems increase and exhibit a
structure.
Disadvantages
● Complex
● Time consuming
● Requires training and/or facilitation
Steps to complete
● Define a specific problem
● Define the contradictions and specify the general problem
● Develop general solutions
● Specify best solution
Further reference
● TRIZ, Wikipedia
● TRIZ – What Is TRIZ - Katie Barry, Ellen Domb & Michael S. Slocum
● Triz Journal
● Southbeach Modeller (free software)

3.25 Visioning *
Overview
Visioning is method for determining a compelling vision of a preferred future. Visioning a desirable future is
the first step in create a powerful strategy to achieve a particular purpose.
Uses of the method

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 ● Corporate culture
● Strategic planning
● Project design
Benefits
● Visioning inspires, engages and enables most people.
● Excellent for generating ideas, encouraging interaction and agreeing common. vision, values,
processes and goals.
Disadvantages
● Requires solid communication and continued strong leadership from the outset.
● Must be lived, shared, stretching but achievable and ethical.
Steps to complete
● Select participants in the initial exercise.
● Explore participants’ satisfaction and dissatisfaction with the status quo and the past.
● Explore the future.
● Offer an opportunity to fantasize on what a new and better future might look like.
● Develop the most interesting ideas into solutions and outline projects.
● Rank and group the solutions and outline project into a strategic framework.
● Choose the best strategic framework to meet the purpose.
● Identify the best cultural fit, measures and processes to deliver the purpose through the
framework.
● Refine with more stakeholders.
● Create excellent communication plan.
● Find quick wins after announcement.
● Reinforce with projects and initiatives that show determination and commitment to the vision.
Further reference
● Time-lines into the Future: Strategic Visioning Methods for Government, Business, and Other
Organizations, Sheila R.Ronis, Hamilon Press, 2007
● Built to Last: Jim Collin and Jerry Porras, Harper Paperbacks
● Futures Research Methodology - Version 3.0, Millennium Project, 2009 CD ROM

3.26 Wild Cards *

Overview
Wild Cards are high-impact events that seem too incredible, or are considered too unlikely, to happen; yet
many do e.g. September 11th or the recent Financial Crisis.
Considering the extreme impacts of a Wild Card, for instance, the potential break-up of the United States,
rejection of new technology as harmful to society or the coming of Peak Oil far earlier than expected can
lead to the discovery of new opportunities and risks and the establishment of simple early warning systems
of their potential arrival.
The object of the exercise is not to predict a Wild Card but to use the learning from the exercise to
strengthen an organization's ability to withstand or exploit similar shocks. Often, simple strategic and
tactical changes made to the organization's contingency plans deliver sufficient spin-off benefit to make

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this analysis worthwhile. For instance, identifying that oil supplies may peak early can help organizations
reduce their needs and diversify sources.
Uses of the method
● Innovation
● Threat assessment
● Scenario planning
● Contingency planning
● Modeling
Benefits
● Help individuals and teams use extreme thinking to think the unthinkable about the world they
inhabit.
● Learn lessons in how to adapt to be more resilient to future shock.
● Creative disruption through innovation.
● Reduces potential blind-spots.
● Spots potential discontinuities early.
● Questions trend exploration techniques.
Disadvantages
● May create a perception of questionable value among stakeholders
● Not a precise science more an art form today
● Limited monitoring available
● Requires technology for effective use
Steps to complete
Wild Cards can be found through brainstorming and/or systematic analysis of others ideas using this
approach:
● Identify which surprises can happen that can affect the organization in extreme circumstances.
● Determine the most important potential Wild-cards that can impact the organization from this list.
● Classify the Wild-cards
● Type I Wild Card: low probability, high impact, high credibility
● Type II Wild Card: high probability, high impact, low credibility
● Type III Wild Card: high probability, high impact, disputed credibility
● Elephant in the room: happening now, disputed impact, disputed credibility
● Monitor the most important for signals of growing strength.
● Determine contingency or avoidance plans that can be put in place.
Look for universally accepted paradigms that could break.
“That which defies the human spirit will eventually fail”
- Margaret Thatcher, ex British Prime Minister in a reference to the Berlin Wall.
For instance: the United States/Euro zone fragments; double-dip recession, machines take over, five
working weeks are a thing of the past.
Further reference
● Out of the blue: Wild cards and other big future surprises : how to anticipate and respond to
profound change, John L. Petersen, Arlington Institute 1997
● A Vision for 2012: Planning for Extraordinary Change, John L. Petersen, Fulcrum Publishing, 2008

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 ● Thinking Out Of The Box, Dr. Karlheinz Steinmuller, Z_Punkt GmbH. 2006
● Futures Research Methodology - Version 3.0, Millennium Project, 2009 CD ROM

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 Practical Foresight Guide

Chapter 4 – Scanning

Author: Dr. Michael Jackson, Founder, Shaping Tomorrow

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Table of contents

4. Scanning ...................................................................................................................... 3
What is Horizon Scanning? ................................................................................................. 3
4.1 Scanning for Insight .................................................................................................... 6
4.2 Adopting a worldview .................................................................................................. 7
4.3 Ways of seeing ......................................................................................................... 11
4.4 Recording insights ..................................................................................................... 19
4.5 Visualising insights ..................................................................................................... 20
4.7 Scanning strategies .................................................................................................... 25
4.8 Scanning methods ..................................................................................................... 27
4.9 Source selection ........................................................................................................ 30
4.10 Source categorization ............................................................................................... 33
4.11 Discovering trends ................................................................................................... 33
4.12 Assessing trends ...................................................................................................... 37
4.13 Counter trends, wildcards & Black Swans ....................................................................... 38
4.14 Scanning challenges .................................................................................................. 39
4.15 Making time ........................................................................................................... 39

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4. Scanning

What is Horizon Scanning?

Almost all foresight work starts with or involves Horizon Scanning. ‘Horizon, or Environmental, Scanning is
the art of systematically exploring the external environment to (1) better understand the nature and pace
of change in that environment, and (2) identify potential opportunities, challenges, and likely future
developments relevant to your organization. Environmental Scanning explores both new, strange, and weird
ideas, as well as persistent challenges and trends today. Scanning the future environment is pivotal to
futures research and the usual place to start in undertaking a study. It is the feedstock for strategic
thinking, innovation, and risk and issues management.

Scanning objectives²

 Detecting: important economic, social, cultural, environmental, health, scientific, technological,

and political trends, situations, and events.
 Identifying: the potential opportunities and threats for the organization implied by these trends,
situations, and events.
 Determining: an accurate understanding of an organization's strengths and limitations.
 Providing: a basis for analysis of future program investments and decision-making.’

Source¹: Aguillar 1967 and Choo 1998

Source²: Scanning objectives – Cornell University

Horizon Scanning is both an intelligence led and evidence-based* method for obtaining answers to key
question(s) about the future. It is the best place to start when one or more people desire more information
on a particular upcoming trend, uncertainty, or wild card that may affect them or their organization
(project), or, when an organization wants to watch specific issues to spot upcoming change (program).

Horizon Scanning is analogous to an early warning radar, a continuous process of pinging the environment to
identify signals of change. An excellent early warning radar looks at all aspects of the global environment.
Locating sources** of change from everywhere, evaluating likelihood, monitoring growth, and tracking
spread provides the early warning system for impending change.

By collecting, analyzing, and picturing what's likely/unlikely to happen within the global environment,
mental models of possible and probable futures can be created from which preferable futures can be
chosen. By choosing preferable futures people and organizations shape their and our tomorrows.

The goal of Horizon Scanning is therefore to always describe "How will the future be different?" while
Strategic Thinking and Action Planning respectively determine "Where the focus should be" and "What
should be done about it?"

Effective scanning calls for formal searching, using formal methodologies to obtain information for a
specific purpose. It is systematic. It is much more than reading newspapers or industry journals, or checking
the latest statistics about your market. It is about exploring both present certainty and future uncertainty,
and moving beyond what we accept as valid ways of doing things today. Sources can be "Hard/Quantitative"
- statistical data sets or "Soft/Qualitative" - personal perspectives on possibilities or issues pulled from
press releases, website monitoring, conference events, reports, people and organization tracking etc.

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Most people in management positions in organizations would say that they scan the environment, and
indeed, nearly all of us are doing some form of scanning in our personal and professional lives every day –
whether we realize it or not.

For strategy purposes, however, environmental scanning needs to be formal and systematic, and focused
around a particular interest or critical decision being faced by the organization. It is an activity usually
undertaken as part of a broader strategy development process.

Remember that it is vital that you know that when you scan it is both okay and necessary to look outside
the box. This means that as well as identifying trends and issues that are topical and relevant today, you
should also be looking far and wide for signals about how those issues might play out into the future, and
what new issues are emerging that you need to consider. You need to be curious and exercise both focal
and peripheral vision looking for the "perceived" environment (the one that we notice and talk about) and
the "pertinent environment," the one that can change the organization.

For example, if there is a government report on skill shortages that is an operational imperative today,
identify the drivers of this imperative, and then explore how those drivers might evolve over time. Think
about what challenges might emerge, and what decisions your organization might have to make to address
those challenges. Will it always be an issue, or might it shift or disappear?

Figure 26. Trend diffusion. Courtesy of Joseph Coates

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This is one time when following links on the Internet to see where you end up is a good thing.

Without a structured approach to scanning, you will just be aimlessly scanning the web, and luck will be
the only determinant of whether or not you find something useful. Discipline yourself to know you are off
your topic, stop researching and try a different search until you feel you have exhausted the key
possibilities.’

Pre-requisites

 "Out of the box" thinking, an open mind, and a desire to discover new things.
 Exposure to many sources, ideas, and challenges.
 Looking beyond personal and organizational comfort zones and specializations.
 Noting opportunities and risks in an ordered fashion.

With practice you will attune your mind and be able to spot potential upcoming change accurately, quickly,
and effectively.

Scanning timeframes ¹

 Ad-hoc scanning - Short term, infrequent examinations usually initiated by a crisis or a special
request.
 Regular scanning - Studies done on a regular schedule (say, once a year).
 Continuous scanning - (also called continuous learning) - continuous structured data collection and
processing on a broad range of environmental factors.

Most commentators feel that in today's turbulent business environment the best scanning method available
is continuous scanning. This allows the firm to act quickly, take advantage of opportunities before
competitors do, and respond to environmental threats before significant damage is done.

Each can standalone or be employed in conjunction with the other two approaches.

Further references

 Sharpen Your Business Acumen, Ram Charan, Strategy + Business 2006

 Thinking About The Future: Guidelines for Strategic Foresight, Andy Hines & Peter Bishop, Social

 Environmental Scanning¹, Wikipedia

 Environmental Scanning: A Holistic Approach, Wendy Schultz, Infinite Futures 2002

 Was It Good For You?: Subjective-Objective Issues in Applied Futures Research, Wendy Schultz,

 Doing Environmental Scanning Part 1: Focus Your Scanning: Maree Conway 2009

Source: Personal thanks to Maree Conway for allowing me to quote from "Environmental Scanning: What it
is and How to Go About It".

* Source citations including tagging, commenting, faceting, and analysis of material.

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** The original provider of the evidence or intelligence noting or commenting on emerging change.

4.1 Scanning for Insight

Horizon Scanning involves finding and assessing potential trends, uncertainties, and wild cards to assist
present-day decision making, innovation, and risk assessment.

Henry Mintzberg* described the need for strategists to look ahead, beyond, across, behind, above, below,
and around for perspective; so it is with Horizon Scanning research. Horizon Scanning research starts with
the early identification of potential change through single observations of change; an insight. Researchers
then look for more scan hits to further evidence their observations and to identify changing patterns for
continuous intelligent reporting.

Insights are raw, diary entries of new, possible, and probable change noticed by researchers. They are an
indelible record of eclectic facts, ideas, fads, fashions, and epidemics that allow the fixation of an
unrevised perception. They enable us to study events in their own context. Aggregating insights allows us to
spot new patterns of what's growing, falling away, and remaining static.

Change does not happen in a vacuum; there are cumulative signals as trends emerge and gather momentum
or critical mass. Horizon Scanning aims to support identifying, and keeping track of, the most significant
developments at each stage.

Horizon Scanning is therefore a necessary pre-requisite step to organizational strategic thinking, action
planning, and policy-making to avoid narrow and shallow decision-making, continual re-work, missed
opportunities, and potential shock.

Change lifecycles

The diagram depicts the life cycle of a change, from emerging issue to full-blown trend, both in terms of
the number of observable cases, and in terms of public awareness. Perceiving weak signals of change
requires very different sources from collecting evidence for more clearly defined issues and trends.

A robust scanning strategy will monitor change along this curve (Figure 26) using appropriate sources at
each level and discriminate between the uses and usefulness of data emerging from different points of the
curve. Discriminating between the uses and usefulness of data is essential to manage the tension between
requirements for evidence-based strategy and policy making, and the nature of horizon scanning which
seeks to extrapolate possible outcomes from limited intelligence. A clear audit trail from fresh evidence
and intelligence to robust presentation of the results is essential to Horizon Scanning.

Managing change

Reporting of change comes in various ways:

Emerging change

 Background - reference site, data site, information.

 Difference - significant change, distinction from the accepted norm.

 Policy - strategy, plan, rule, regulation.

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  Trend - pattern, direction, fashion, tendency of past events.

 Weak signal - weird, wacky, strange, and radical or fringe idea.

 Perspective - mainstream idea, concern or solution.

 Discovery - first observation, realization or finding.

 Transformation - revolution, evolution, radical or directional change.

 Event - breakdown, outage, incident or disruption.

 Uncertainty - ambiguity, confusion, dilemma or doubt.

 Wild cards - surprise, shock or Black Swan.

When a change is just emerging, and only a few data points exist with which to characterize it, we can only
analyze it via a case study approach; changes indicated by limited data points and observations are
referred to as “weak signals” of change. Sources here are likely to include blogs, fringe publications, and
conferences.

As a change matures, more and more data points are available with which to analyze it: we can speak of
the change as a variable which is displaying a trend in some direction. The more mature the trend, the
more likely it is that it has entered the public arena, and thus attracted issue adherents. Sources here are
likely to be more formal reports and articles.

Horizon Scanning provides a wide range of uncertainties, opportunities, and threats arising from possible
changes over time. These range from issues in the mainstream of current thinking (climate change, energy
security, and food supply) to those at the edge of planning (trans humanism, animal extinctions, and flying
cars).

Horizon Scanning therefore explores novel and unexpected issues as well as existing issues or trends.

Further reference*

 Henry Mintzberg, his personal website

 The way trends tend to spread, D. Murali, The Hindu

4.2 Adopting a worldview

Before you start scanning, you need to reflect on your worldview – how you create meaning from your
experience of the world, how you filter events, what you accept as "real" and what you dismiss as irrelevant
or rubbish.

Myopia

Our minds are wonderful things, but they are habitual things as well. They look for patterns, and they tend
to ignore things that don’t fit the pattern. They simply miss things because they do not see them. For
example, the world almost universally missed the recent emerging financial crisis because of this inherent

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myopia. Yet the strong and growing signals were there for all to see for several years before the crash with
some pundits warning of the dangers including ourselves at Shaping Tomorrow.

Taking an integral approach to scanning therefore draws attention to the intangible qualities that help
determine what is scanned and what is not. There are no future facts, and when confronted with
uncertainty and the unknowable that characterizes the future, your mind tends to retreat to explanations
based on what is already known.

Your mind uses your existing benchmarks of what you believe to be right and wrong, how things work, what
is real and what is not. It shuts down when something new doesn’t match expected patterns. It misses
things that might just be important, and makes assumptions that often are just wrong. Your mind falls into
a certainty trap that does you no favors when you are scanning.

Knowing your thinking style

‘When scanning, you will be making a subjective assessment of the value of the scanning hits you identify.
You need to be wary of allowing your mind to retreat to explanations and assessments based on what is
already known. You need to ensure that your mind doesn’t shut down when something new doesn’t match
expected patterns.

If you are not alert to your worldview when scanning, you will miss things that just might be important,
and you will make assumptions that may be just plain wrong!

Action-oriented biases often drive us to take action less thoughtfully than we should. In the book ‘Think
Again’ (see ‘Further references’ below), the authors point to why good leaders make bad decisions. ‘They,
and Walter Derzko, a Canada-based technology futurist, describe many cognitive disconnects including:

 Excess Optimism Bias… the tendency for people to be overly optimistic about planned actions,
overestimate the likelihood of (+) events and underestimate the likelihood of negative events.

 Competitor Neglect… the tendency to plan without factoring in competitive responses.

 Overconfidence bias… overestimating skill & competence levels leading to overestimating the
ability to affect future outcomes, taking credit for past outcomes and ignoring the role of chance
and luck,

 Impact Bias… the tendency of people to overestimate the length and/or intensity of the impact of
future states.

 Omission bias… the tendency to judge harmful actions as worse, or less moral than equally harmful
omissions (inactions)

 Not Invented Here Bias... the tendency to ignore that a product, service or solution already exists,
because its source is seen as inferior or the “enemy.

 Planning fallacy… the tendency of underestimating task-completion times.

 Wishful Thinking… the formation of beliefs and the making of decisions according to what is
pleasing to imagine instead of by appealing to evidence and rationality.

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  Early hype error… in the short term, marketers, promoters and eager inventors seem to
overestimate the impacts of any new technology and in the long term underestimate such impacts
and consequences (reference the Gartner Hype curves)

 Replacement hype error… the belief that new technology will replace the existing incumbent
technology & that this will happen relatively fast. In reality competing technologies often coexist
over a long period of time with the old technology re-inventing itself. (i.e. Radio & TV)

 Enhancement error… the belief that new technology will only solve old problems & supplement
existing technological systems. Instead new technologies, especially platform or core technologies
often lay the groundwork for entirely new systems and new resulting systemic problems. (i.e. the
electric motor for the railway, the car for the roadway infrastructure, the PC for the Internet,
nanotech and biotech for our bodies "intra-structure" (the Human Genome project and HapMap, and
SNP's ), the impacts of which we do not fully understand yet.

 Panacea error… the mistaken belief that new technology will function as a panacea for various
social problems.

 Patterning and sense-making error… the difficulty of seeing new important links between seemingly
unrelated and different fields of technology, especially in cases’ where this novel combination of
fields is precisely what will offer major accelerated development opportunities

 Social impact errors… often people who have tried to predict the future have become bogged down
in the actual technology and neglected the economic and social aspects.

 Prisoners of our times error… that without realizing it, people tend to be prisoners of the spirit of
their times ( Zeitgeist), erroneously believing that the big issues of today will also be the big issues
of tomorrow

 Decision criteria error… the belief that only rational economic considerations are the only factors
behind that choice of one technology over another. However, for many people, seemingly irrational
considerations determine such choices.

 Information gap error… the information on which science and technology (S&T) foresight studies are
based on is often insufficient. Technology development is not linear, transparent or fully
predictable, with surprise developments coming out of left field such as the secret work that is
done in the military or a new start-up working in stealth mode before it goes public with a
breakthrough.

Source: Walter Derzko

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Figure 27: Personal style analysis. Courtesy of Shaping Tomorrow

Therefore, scanning is not about being certain, but rather about being comfortable with uncertainty,
ambiguity, and complexity. Being certain is not an asset when you are scanning.

It is about moving beyond traditional and familiar sources and thinking in new ways about existing and
potential markets, emerging technologies, and new business models. It is about looking beyond current
ways of working, and thinking the unthinkable to see what might be needed in the future. In short,
scanning requires you to:

 Have an open, semi-sceptical mind about what might be important, look beyond dogma and
perception, and be constantly dissatisfied with what you know and what you don't.
 Formulate bold propositions and hypotheses and look for ways to improve them.
 Continually test your assumptions about why you think something is valuable or not, and then look
for ways to prove your propositions and hypotheses wrong, or start a new one. Dismiss nothing until
tested (particularly if you think that it’s rubbish).
 Capture your propositions and hypotheses as trends, uncertainties, and wildcards in the form of
rounded commentaries, metaphors, and stories rather than transitory, single focused ideas.’

Source: "Environmental Scanning: What it is and How to Go About It," by Maree Conway 2009 (adapted from
the original with her kind permission
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Try taking this Style questionnaire in Figure 27 to see how you perceive, intuit and reason versus others and
how your cognitive style influences your thinking about the future.

The left-right poles of this style questionnaire suggest different cognitive biases for each of us as follows:

 Independent - Interdependent. An independent orientation is a preference for individual initiative

and action, whereas, an interdependent orientation is a preference for a more group-oriented
approach that emphasizes the interests of the team as a whole.

 Egalitarian - Status. An egalitarian orientation is a preference for mutual consultation in decision-

making, whereas, a status orientation is a preference for greater deference to rank and hierarchy.

 Risk - Restraint. A risk orientation is a preference for rapid action and risk-taking, whereas, a
restraint orientation is a preference for more cautious and calculated actions based on ample
information.

 Direct - Indirect. A direct orientation is a preference for open and explicit communication,
whereas, an indirect orientation is a preference for careful attention paid to context, or to implicit
meanings in a given message.

 Task - Relationship. A task orientation is a preference for immediate attention to getting the job
done, whereas, a relationship orientation is a preference for establishing strong and trusting
personal relationships first.

 Short Term - Long Term. A short term orientation is a preference for making choices based upon a
narrow time horizon, whereas, a long term orientation is a preference for considering the impact
that choices will have over a longer span of time.

This is why it is important to involve groups of people in scanning and to encourage right rather than left
pole thinking in the participants.

Further references

 Measuring Cultural Cognitive Biases in Multi-National Research, Joan H. Johnston, Phillip Mangos
Naval Air Warfare Center Training Systems Division

 Think Again: Why Good Leaders Make Bad Decisions and How to Keep it From Happening to You,
Sydney Finkelstein, Andrew Campbell & Jo Whitehead, Harvard Business School Press 2009

 Structured Analytic Techniques for Intelligence Analysis, Richards J. Heuer Jr. & Randolph H.
Pherson CQ Press 2010

4.3 Ways of seeing

Successful seeing relies on synthesizing and fragmenting disparate narratives into "meaningful wholes" or
new patterns. Rather than breaking up information into pieces, a manager's, policymaker's, and consultant's
intuition and vision is needed for the opposite reason.

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Figure 27. Ways of seeing - Starburst. Courtesy of Shaping Tomorrow

A critical part of Horizon Scanning is being able to read a scanning hit for what it says about the future and
being able to extend your worldview beyond today’s paradigms.

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Ways of seeing¹

Brainstorming: Brainstorming gives us a way to see the future from the present by taking different vantage
points as follows:

 Look ahead: looking to what's coming next

 Look behind: understanding the past
 Look above: taking a helicopter view
 Look below: finding the diamond in the rough
 Look beside: removing the blinkers
 Look beyond: questioning what's beyond the horizon
 Look through: actioning the thinking above

Source¹: Strategic Thinking as "Seeing," Henry Mintzberg (1998)

Figure 28. Ways of seeing - Brainstorm. Courtesy of Shaping Tomorrow

Starbursting

Starbursting is a second method that generates questions on how an issue may evolve by taking the
perspectives below:

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  Who? (list potential key actors)

 What? (describe alternative futures)

 When? (when might these futures happen?)

 Where? (describe geographic impacts significant to these futures?)

 Why? (what would cause these alternative futures to happen?)

 How? (might these alternative futures emerge?)

Both Brainstorming and Starbursting are two great ways, among several others for an individual (or a team)
to tell stories about the future they see emerging.

Other methods include:

 Snapshot – extracts key information from an Insight

 Deception – identifies false information

 Devil’s Advocate – critiques someone else’s analysis

 Ideation (including McCluhan’s Tetrad) – helps understand change possibilities

 Lifestyle – examines societal impacts

 Post-Implementation Review – determines the underlying causes of an event

Each presents an individual or team with different vantage points and choices of perspective on the same
issue.

Through co-created storytelling and narrative fragments we turn ideas and visions into the actions that
form the pattern we regard as our strategy, to generate future scenarios and for use with other foresight
methods.

We can represent these thinking tools as basic shared analyses like the ones in Figures 25 and 26 above or
through visual analysis diagramming and narrative analysis.

For instance, Southbeach Modeller (Figure 28) allows the iteration of the initial set of Brainstorm and
Starburst questions and facilitates the development of further layers of questioning through its visual
analysis diagramming.

If used in a workshop, for example, the facilitator enters the subject of the workshop in the center.
Clicking around the model generates the Starburst questions. These questions can be captured in the notes
panel or used to create rules that trigger and generate additional prompts as the user clicks around the
model they are developing.

Diagrammatic models using notations like this can be used to generate multiple scenarios in visual form.

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Figure 28. Southbeach /TRIZ Software, Courtesy of Howard Wright - Southbeach Modeller
http://southbeach-screenshots.blogspot.com/2010/03/starbursting-with-southbeach.html

Cognitive Edge provides a decision maker with the ability to see the world through others eyes using its
narrative analysis ‘Sense-maker’ software. ‘Sense-maker’ has specific applications in Horizon Scanning and
Risk Assessment:

 Helps decision-makers see the world through others eyes by utilizing collective wisdom

 Complements traditional scenario planning tools

 Provides weak signal monitoring and alerts

 Measures complex issues without allowing participants to game the outcome

Techniques

There are multiple ways to see beyond today and to generate fresh questions, stories and narrative:

 Bookmark sources
 Become a newsletter junkie
 Experience a service
 Go beyond your immediate interests
 Look for new inventions
 Look outside your industry

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  Maintain an idea log
 Network with forward thinkers
 Pick a time frame
 Revisit the past
 Scan the scanners
 Set up a futures panel
 Take a global perspective
 Vary your routine
 Search patents, new books, etc.
 Conduct a bibliographic search

Principles

But, bear in mind these principles as you scan for fresh ideas:

 Explore both sides of the ledger to gain a complete picture.

 Think micro and macro at all times.
 Use "multiple lenses" to look at the same information or situation.
 Look for ways to "triangulate" (verify from multiple sources) information.
 Accept and think beyond felt needs and opportunities.
 Incorporate diverse sources and viewpoints.
 Consider both internal and external perspectives.
 Use multiple techniques.
 Explore both needs and constraints, and opportunities and assets.
 Form a global view without being superficial or narrowly focused.
 Involve those who can act on the information.
 Promote only realistic expectations.
 Ensure your research decision criteria are clear upfront.
 Sense check whether an idea is socially, economically, politically, technologically viable.

Multiple glasses

‘Scanning is best done in a group, so you should look to set up a representative group of staff from
across the organization. Doing this sounds easy, but it requires a commitment on the part of
managers to include scanning in the position descriptions of these staff and to support them to
spend a regular amount of time to do scanning each week. Staff finding the time to do scanning is
the biggest obstacle to implementing a successful scanning system.

You need people who have open minds, who are willing to have their ideas challenged, who can
think outside the box and are not tied to the present way of doing things, who are willing to share
their knowledge and who can see the big picture rather than being obsessed with the details’

Source: Doing Environmental Scanning: Some Notes On Implementation, Maree Conway, 4, June 2009

We are so preoccupied with the short term, the here and now, and the urgent, that switching our brains
over a long term and more strategic focus takes time and space. You might need to have a few scanning
sessions that seem confused and worthless before you start to identify the valuable information, and to
filter out the "noise." You will need to move out from your organization, into and beyond your industry to
global trends. You will need to take a systems perspective. You will be looking for information about:

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  Your industry and its operating environment.
 Your services and how they might evolve.
 Your clients and how their expectations might change.
 Issues that likely affect your workforce and your staff.
 Emerging and converging technologies.
 Emerging shifts in what we think is "business as usual".

Your scanning focus will likely cover:

 what competitors are doing,

 what is happening in the industry and how might your competitors respond, what is

 happening more generally with industry and government policy, and then the broader

 societal and global trends. The emphasis you put on each segment will depend on

 what you need, but you should always spend time looking at global trends – this is the area that
sometimes gets dismissed because people are busy and want to know

 what is going to affect their work tomorrow rather than in 10 years’ time. But, the global trends
drive the former and you need to understand them first

Figure 29. Taxonomy – Courtesy of Shaping Tomorrow

http://www.shapingtomorrow.com/insights.cfm?taxon=1

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Taxonomies

Using a taxonomy (a knowledge classification system) such as STEEP (Social, Technology, Economy,
Environment, Politics) or PESTLE (Politics, Economics, Social, Technological, Legal, Environment) provides
you with a starting point for your scanning. If, for example, your scanning anchor is around technology and
learning, you will need to search out hits related to different aspects of the issue – delivery,
communication, networking, etc.

Figure 29 shows a typical, but comprehensive, taxonomy. Your scanning is likely to be limited to maybe 10-
15 topics from this list or others that are specific to your organization.

Using various ways to classify your data through structured, centrally managed and classified topics
(taxonomy) or by unstructured, distribute, unclassified topics (folksonomy) helps identify the valuable
information and to filter out considerable noise.

Figure 30. An unstructured folksonomy displayed in a Wordle tag cloud (www.wordle.com)

Social networks

Using a system to collect scan hits where everyone can voluntarily contribute is ideal. But, remember to
thank them each time they contribute and encourage them to share what they see in the "hit" and what this
might lead to, so that others will want to contribute also.

Further reference

 Free Labor for Foresight, John Mahaffie, 2008

 The Kingdom of Taxonomy on Video, Green Chameleon,

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4.4 Recording insights
When you start to record your insights as scanning hits, you are working at the initial stage of the Foresight
Process. You are working out how to present your scanning hits in ways that will make sense to you and
your organization.

Depending on the scope of your scanning, you can manage the recording process manually, or you can use a
database online like the one below. Either way, it’s probably a good idea to have one or two people whose
job it is to coordinate receipt of the scanning hits from all scanners.

Figure 31. Add an Insight – Courtesy of Shaping Tomorrow

This will allow some consistency to emerge in how the hits are recorded and summarized.

When you identify a hit that you wish to record, ensure you capture the following:

 a title for the scanning hit.

 the source where you located the hit and the date it was published.
 a brief description of what the change is all about.
 the future implications that you see from this change.

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  the url if appropriate.
 any tags you to use to find your material again, for instance, keywords, project names, or dates.

4.5 Visualising insights

Adding an Insight to your database allows you to see your scan hits as a list and to manipulate them in
various views.

Figure 32. Selected Insights. Courtesy of Shaping Tomorrow

The collaborative nature of this system allow members to add their own ‘tags’ and ‘comments’ to others
additions, create customised newsletters through the ‘report’ button, ‘share an Insight via email or through
social media sites and allow an observed trend, uncertainty or wildcard to be directly captured through
‘link trend’. By this means yours and others insights are enriched.

More and more we will see the visualisation of data presented as mash-ups that present information lists as
concepts, by geography, process or time, through metrics and analysis. Lists, maps, tables, graphical time-
series and 360 degree tag clouds allow the user to see change as it is happening.

S-curve visualization

Trend watching is much like a surfer reads a breaking wave. Initially the long rollers that signal the
building of a wave are almost imperceptible and over the horizon but as they accelerate and reach land the
wave begins to build and the surfer can increasingly see which ones are worth riding. Surfers ride the wave
until just before it crashes, slows down, dissipates its energy and returns to the sea. S-curves can be of
short, medium or long duration and with varying amplitudes and directional shifts just like waves.

Sigmoid or S-curves (See Figure 24) are used in trend watching and foresight to visualize growth and
declination curves of scan hits. Skilled trend watchers and organizations see the growth early, prepare

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ahead of time and ride the wave knowing it won’t last forever and that they will need to look for the next
‘big one’ early.

Figure 33 shows a classic S-curve of Insights extracted from the Shaping Tomorrow database based on
lagging and co-incident scan hits. In this example the rising concerns regarding dramatic climate change are
evident.

Figure 32: Time-series with Comparisons – Courtesy of Shaping Tomorrow. Produced using Visokio
software. http://www.visokio.com/

Trend extrapolations can also show curves projected into the future using ETA (estimated time of arrival)
on the x axis and hence show leading indicator directional shifts before they occur. Figure 1 proved to be a
good predictor of the then coming recession before 2007 using this combination of lagging, co-incident and
leading indicators visualized as an S-curve.

Geolocation

And another showing Insights by country and region:

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Figure 34: Geographical analysis – Courtesy of Shaping Tomorrow

Tag clouds

Figure 35: Unstructured tag cloud – Courtesy of Shaping Tomorrow

Figure 35 shows the Insights represented as a tag cloud of user Insights:

The larger the text, the more scan hits, indicating greater tagging activity. Analysts can also see the
aggregate tag cloud of individual teams or view at an organizational level. This facility creates a way for
the organization to know what their people are interested in and therefore which topics are considered
currently hot.

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Mash-ups

And lastly, a multi-dimensional mash-up of an issue bringing together all the salient views on a trend or
issues likely future impact, likelihood and urgency into a single instrument panel and early warning system:

Figure 36. Mash-up – Courtesy of Shaping Tomorrow

Mash-ups are particularly useful to track significant changes in areas of key interests to organizations
because the early warnings they give would almost certainly not be spotted by manual research until far
later in the lifecycle.

4.6 Reporting insights

‘How you report your outcomes will depend on what your organization expects from your scanning,
or what you know will add value to existing processes. You will probably need to design the
specifics of your own report or use the type of visualizations’ above. In any report that you
produce, however, make sure you include a statement that makes it clear that the scanning hits
and the trends you notice are not predictions. Stress this. The analysis you are providing is an
assessment of what might be possible in the future, not what will be. It is designed to inform
thinking about how the organization might need to operate in response to increasing complexity
and uncertainty in the external environment. Keep your scanning visible in your organization, and
ensure your reports are relevant to your organization and its work, but remember that scanning
hit reports are really designed to expose people to what is going on "out there" in the external
environment. They should therefore challenge current thinking and make people feel
uncomfortable or intrigued.’
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 Source: Environmental Scanning, What Is It and How To Do It ... (By kind permission of Maree
Conway)

You may be producing a weekly report on your scanning hits possibly like the example below:

Figure 37. Energy watch – Courtesy of Shaping Tomorrow

As well as sharing this report among your planning team, you should consider sharing it more broadly across
your organization as frequently as is appropriate. Your associates will find reports like this helpful to
managing risk and/or increasing innovation.

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Your scanning hits can be sent out via email (although this has the potential to annoy people whose inboxes
are overflowing), or via a website that allows staff to rank the hits on relevance/importance to the
organization’s strategy. The latter obviously will cost money to develop, but it allows a degree of
interaction not possible with conventional email approaches. One advantage is that the website is always
available and staff can check it when they have time, rather than responding to a push email.

Staff views collected in this way help identify hits you might need to explore further, even if your own
scanning is suggesting the hit might not be of major importance. This process is a cost-effective way to
gather staff views about the future. Be open, dismiss nothing.

These reports are part of the process of expanding your understanding of the industry and global
environment – the trends that are emerging in those spaces that may or may not be directly related to your
organization’s business today.

4.7 Scanning strategies

Researchers usually adopt one of three scanning strategies:

 Change directed: where the background is known and continuities and potential changes of any
kind from the norm are sought, e.g., searching for any kind of change in an interest topic.
 Signal directed: where specific, known signals, signatures, or trends are sought but little is known
of the background "noise," e.g., searching for issue gaps to use in subsequent strategic planning.
 Pattern directed: where apparently random signals without context and requiring interpretation
are sought through emerging pattern recognition or trend analysis, e.g., searching for outliers and
changing distribution of observations.

Researchers usually follow one of two approaches:

Evidence-based Horizon Scanning (Deductive approach)

In an evidenced-based Horizon Scan the researcher is seeking to find material that supports an issue or that
seeks to provide answers to key questions usually for a specific project, and which may, or may not be
repeated sometime in the future. Evidence-based scanning is usually static, periodic, and issue focused.

In this form of scanning the issue owner:

 Identifies strategic issues.

 Commissions future briefing papers.
 Asks for research to further inform the future briefing papers.
 Demands evidence.
 Requests citing of new evidence.
 Conducts quality assurance.
 Publishes a future briefing paper.

Evidence-based Horizon Scanning must reflect best practice, and be able to withstand peer review as well
as credible scrutiny by informed readers. High evidence value from authoritative, relevant, well-presented
sources and high stimulus value is a necessity. It should provide users with new ideas and perspectives from
cutting-edge material to softer perspectives on change.

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One way of doing this is to discover just where the targeted readership obtains their material. A quick
organizational survey will improve the quality and provide a single source for their research. In other
words, an enterprise-wide knowledge base of evidence can be created which retains corporate memory and
informs every one of the current and past state of play. This side benefit has significant potential to reduce
costs of evidence collection and increase organizational knowing.

Intelligence-Based Horizon Scanning (Inductive approach)

In an intelligence-based Horizon Scan the researcher is seeking to find material that adds to or identifies
new issues as they arise with the aim of tracking change and creating an alerting system for new
opportunities and threats. Intelligence-based scanning is dynamic, continuous, and usually targeted at
keeping up to speed on external potential change in an organization's direct and indirect key interests.

In this form of scanning the process above is reversed with the researcher:

 Citing fresh intelligence.

 Discovering new patterns and connections.
 Using research to further inform future briefing papers.
 Creating future briefing papers.
 Identifying strategic issues.
 Conducting quality assurance.
 Publishing the future briefing paper.

Intelligence-based Horizon Scanning does not require the same level of rigor in order reflect best practice
and is not necessarily designed to withstand peer review and credible scrutiny by informed readers;
however, it must still provide high intelligence value from authoritative, relevant, and well-presented
sources, and high stimulus value through providing users with new ideas and perspectives on a diverse
range of topics. It should range from sourcing hard publications to softer perspectives on change and be
aimed at a far wider community than just experts.

Balancing the need for evidence and intelligence

A well-structured Horizon Scanning system will support both evidence and intelligence-based methods.

However often a scan needs updating, it needs to be systematic and repeatable. At the same time, users
need to see the bigger picture around their strategic issues, rather than diving into detail. It is also the
case that trends tend to change slowly. Even shocking events, such as 9/11, are usually – if a scanning
process is robust – evidence of trends or emerging issues which have already been identified.

In this sense, therefore, in building a repeatable horizon scanning process, the perfect is the enemy of the
good. One can always make an evidence/intelligence base better, but there comes a point where
diminishing returns set in, and money spent on improving the evidence/intelligence base further would be
better spent on engagement or communication.

A balance can be struck by using the tiers to prioritize actions, on-going undirected scanning to capture
new and emerging ideas, expert review and workshops to continue to identify gaps or altered priorities,
using all of these to identify where new future briefings should be written as well as linking new material to
existing future briefings.

Applying systematic mapping methods ensures the scans become complete and consistent. The principle
methods are bibliometrics and patent mapping. Scan entries can be visually mapped to check for gaps,
which are addressed with new data from information sources.
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4.8 Scanning methods
Different organizations use a variety of ways to encourage strategic thinking through serendipitous
discovery. Their intent is to engage people in continuous thinking about potential future issues, uncover
previously unseen opportunities and risks, and determine their implications for the organization. Here are
some common methods used by our clients:

Automated scanning: In recent years Internet improvements have made it possible to track emerging change
from pre-selected sources e.g. competitors, favorite people and websites and other stakeholders through
automated and semi-automated scanning. This method has cut finding highly relevant Insights to one tenth
of the time, reduced human error and cut scanning costs significantly.

Bookmarking, RSS feeds, auto-linking to Twitter, Facebook, MentionMap, Paper.li and LinkedIn as well as
scanning robots all provide fast addition of Insights.

[Kerry, cant get an image in here]

Organization-wide approach
One method of driving idea management throughout an organization is through using a web-based system
for collecting ideas and concepts. Local teams often collect this information themselves but applying the
same principles across the whole organization means greater idea transference and adoption. Encouraging
disciplined adding, tagging of, commenting on, and ranking of Insights and Trends is one way to create
continuous organizational narrative and thought transference and a better view of the emerging landscape.

Groupthink
People are encouraged to record and tag Insights of interest to them over a period of time, e.g., a week,
month, or quarter. No restraints are placed on what people record but they are expected to talk to their
Insights at a group meeting at the end of the period. The group discusses everyone’s recorded Insights and
then agrees on new trends, uncertainties, and wild cards that need adding to their Trends base. This
process is repeated with the group adding new Insights to their existing Trends, retiring old ones, and
adding new ones as the future unfolds. Further research is then carried out on these selected issues as
described in the sections on Strategic Thinking and Action Planning.

Project or Program focus

Encouraging associates to browse latest Insights and Trends added by others, or to use a web-based
scanning system every time they start a project or program or need to consider future implications of their
actions, is a way of creating a forward-thinking culture. This brings similar benefits in terms of making
sense of idea and views held in the organization by aggregation and visualization.

Issue-focused
Another method takes a specific issue and asks everyone to use the method above to find multi-sourced
insight and ideation activities that would help solve the problem, create an opportunity, or reduce a risk.
This method improves on the generic company idea scheme by focusing on key issues as they arise resulting
in more quick wins, far greater stakeholder engagement, and visible successes.

Out-of-the box thinking

A different approach but with the same underlying principles is to ask people to regularly research and
contribute areas outside of their own disciplines. For example: a marketing person reviewing latest
technologies or an IT specialist researching finance developments. This type of approach often reduces
organizational barriers, increases cross-team empathy, and drives innovation through better awareness of
solutions beyond current paradigms. People are encouraged to record and tag Insights on topics unfamiliar
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to them but directly related to their work over a period of time, e.g., a week, month, or quarter. No
restraints are placed on what people record but they are expected to report their Insights to a central
group of reviewers at the end of the period. The process then follows the Group Think process above.

Citation analysis
Leading organizations adopt a variety of methods to obtain serendipitous discovery here. Some regularly
search for first mentions of new keywords, organizations, or patents. Others track favorite sources or watch
key competitors, countries, or on-going R&D projects. For instance, fresh insight can be gained by
examining previously unheard of organizations and looking to discover their unique selling points. These can
then be compared to the needs of an organization and the learning shared.

Scouting networks
New Insights can also be identified through listening posts or an international scouting network of external
or internal people to the organization. Tasks include scanning the research scene, in both academia and
start-ups, for new knowledge, technologies, or competitive threats and opportunities.

The main benefit of the scouting method is the reduced time lag between the discovery and identification
of an emerging Insight. This time lag can be up to 18 to 24 months in publication and patent analysis
compared to a robust scouting process.

Scouts are expected to provide a title, short description, references, an image (if available), a judgment on
potential and potential applications and possible risks. Out of a long list of scouted Insights an editor
together with an expert panel selects a short list according to potential impacts based on:

 Entirely new highly impactful Insights.

 Important direct development changes to existing Insights.
 Important indirect development changes to existing Insights.
 Important rises in take up, or awareness, of an impactful Insight.

The expert group rates on three dimensions: urgency, impact, and likelihood of success to produce a
prioritized listing of all impactful Insights. Changes to existing policies and strategies are then implemented
as appropriate.

There can be a comparatively high cost for the establishment, management, and maintenance of an
extensive scouting network.

Another disadvantage is the lack of scalability when using the scouting method. Each scout has a limited
identification and processing capacity and therefore a desired output increase can only be achieved by a
continuous increase in the number of scouts. This increases overhead management.

Stakeholder surveys
Surveys are a fast way to find out what others see in terms of future development.

Survey types

 Field trips
 Windshield surveys
 Key informant surveys
 Issues-oriented surveys

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  Delphi studies
 Public opinion polls

 Staff surveys
 Prediction markets

The design of the surveys needs careful consideration and must focus clearly on answering the key
question(s) you need to answer.

Key steps

 Establish the key questions and overarching goal(s) of your survey.

 Determine your target sample.
 Choose your method.
 Test the questions.
 Conduct the survey.
 Analyze the results.
 Produce the output.
 Add to the Horizon Scanning database.

Social media
Facebook and Twitter have revolutionized the way we signal change to each other. They and other social
media sites coupe with wikis and blogs provide tremendous armchair scouting and dialogue tools. Use them
to set up your favorites to watch, perhaps using the stakeholder analysis that was described in chapter 2.

Culture
Most adopt a combination of these approaches and have established regular forums amongst participants to
discuss perceived underlying shifts hidden in their latest Insights research. These then become new Trends
to track as a first step to clustering Trends into Key Drivers affecting the organization.

These methods, and more, can be used for visioning, target setting, road mapping, scenario planning,
option selection, and risk assessment among others. Each relies on more convergent strategic innovation
approaches through a coordinating staff function, heavy use of system analytics, encouraging diverse
thinking, parallel exploration, and decision-making.

Above all, leadership and commitment to action from the very top of the organization are essential to
making innovation a cornerstone of an organization's strategy. Organizations take a variety of approaches to
creating an innovation culture but best practice companies have carefully considered and articulated their
vision, the values they expect people to adhere too, the measures of success, the processes and measures
to gauge progress, and the on-going communication mechanisms to inspire, engage, and enable.

Common flaws

 Choice: same tool every time, attempting too much rigor, attempting too much creativity.
 Application: excluding participation, process inflexibility.
 Communication: no explicit time horizon, theoretical base or values, too much complexity, no
dialogue or action.

Further reference

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  What Are The Most Effective Approaches To Drive An Innovation Pipeline, Innovation Tools 2008

 Adapted from The Technology Radar -an Instrument of Technology Intelligence and Innovation
Strategy, R. Rohrbeck, J. Heuer, H. Arnold - Deutsche Telekom Laboratories (2006)

 Technology Scouting - a case study on the Deutsche Telekom Laboratories, Rene Rohrbeck (2007)

 Survey Design: Survey System

Survey and Questionnaire Design : Statpac

4.9 Source selection

Scan sources should provide early signals of the leading edge of change, whether the change is a scientific
discovery, technical innovation, or a value or behavioral shift in a community of interest.

Scanners identify sources that provide information on change prior to their natural pace of entry onto the
policy stage. Sources are drawn from think tanks, academic publications, mainstream media, corporate
foresight, expert/strategic thinkers, government sources, alternative journals and blogs, charities and non-
governmental organizations (NGOs), minority communities, and futurists.

Where to look
Newspapers, websites, blogs, wikis, podcasts, videos, news sites, newsletters, magazines, books, book
reviews, presentations, reports, surveys, interviews, seminars, chat rooms, trend observers, advertisers,
philosophers, sociologists, management gurus, consultants, researchers, experts, and universities are all
possible sources of information.

Unfortunately, intuitive recognition of a source as useful is not a transferable decision rule. So, in the best
tradition of expert systems analyses, ask what is the purpose when choosing sources? To which the shortest
possible answer is probably, "identifying opinion leaders." Because our current social construction grants
credibility to intellectual adventuring within formal structures, such as science, we label those opinion
leaders "experts." As innovative social and cultural ideas and behaviors challenge the status quo with the
potential for transformation, they are generally marginalized - hence the usual scanning label of "fringe" for
sources on emerging issues among youth, artists, social movements, the underclass, etc.

‘Good scanners concentrate on identifying anomalies and patterns from their daily scans with a detailed
knowledge of where information resides using proprietary and utility technology to find the best material
versus source categorization. Scanners need to be open-minded, able to see opportunities and threats in
change phenomena, and recognize entirely new areas for investigation within and far beyond their core
interests.

Look for material that expresses:

 New: novel, advance, innovation, renovation, fashion, latest, renew, innovate, newness, fresh
 First: inception, conception, initiative, beginning, debut, onset, birth, infancy, start, dawn,
commencement
 Idea: notion, belief, apprehension, thought, impression, ideation, point of view, standpoint,
theory, prediction
 Change: alteration, mutation, permutation, variation, modification, inflexion, mood,
deviation, turn, inversion, subversion, forecast

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  Surprise: marvel, astonish, amaze, wonder, stupefy, fascinate, dazzle, startle, take-aback,
electrify, stun, bewilder, boggle, wildcard
 Opportunity: chance, opening, crisis, juncture, conjuncture, favorable, high time
 Threat: future, prospect, anticipation, perspective, expectation, horizon, outlook, look-out,
coming, forthcoming, imminent, approaching, fear, uncertainty
 Unprecedented: no precedent, unparalleled

Choose sources by identifying opinion leaders in specific sectors. Apply robust decision rules to choosing
sources, ensuring that they incorporate both the latest high quality evidence and identify weak signals from
fringe sources. Use evaluative modulators to help see patterns and gaps such as relevance, likelihood,
controversy, speed, time horizon, and geographic spread.

Therefore, while initially tagging an Insight as having been sourced from an amateur, or the fringe, the task
is to strengthen and broaden hits in order to improve source attributes towards professional and expert. If
this cannot be achieved the priority rating given to an issue would be suitably reduced.

Measurable attributes
What would be measurable or documentable attributes that would help us distinguish among sources? What
would establish sources’ credibility as opinion leaders for their communities of interest?

 High numbers of citations by members of the community: for science documents, literally
the extent to which they are cited; for popular media, their distribution; for "fringe" literature,
the "buzz," measurable also by popularity within their target audience and, in the case of blogs,
their ranking by links and hits. Is the source therefore credible as an opinion leader for that
community?
 Market niche: to whom is the source targeted? The Lancet and New England Journal of
Medicine are targeted to professionals in medical research; New Scientist is targeted to
scientific professionals and decision-makers, as well as interested laypeople; Discovery is
targeted entirely to interested laypeople and students. Is that documentable, e.g., by
reference to mission statements or self-descriptions?
 Distribution: does distribution data, or access data (in the case of web sources/info-feeds),
demonstrate widespread use by members of the source’s target audience/community of
interest? This would to some extent duplicate, and therefore corroborate, the citations
variable, above.
 Media: the medium of information distribution itself might help distinguish among expert,
fringe, and punditry, in terms of print journal, professional association newsletter, tabloid, etc.

Researchers weight these variables for each trend which in turn increases, or decreases, the prioritization
of one issue versus another. These ranking systems in turn provide a useful sight check of whether the
thinking has been sufficiently robust.’

Source: By kind permission of Infinite Futures

Determine what should be uploaded as follows:

 Does the link aim to identify and assess possible future threats and opportunities, including
radical alternatives?
 Does the link explore socio-economic trends and their potential impacts?

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  Does the link challenge existing political, economic, social, technological, and environmental
assumptions and evidence?
 Does the link question assumptions underlying current policies?
 Does the link pioneer or employ methodologies appropriate to best practice horizon scanning,
strategic planning, or change management?

Good links have the following attributes:

 Credible and eclectic sources from the full range of disciplines.

 Easy to read/plain language.
 Thought provoking.
 Future focused (except where history or today give context and understanding of the future).
 Helpful to creating future plans and actions.

And question links as follows:

 Is at deep-link site level wherever available.

 Is comprehensively described through the content classification.
 Correctly describes an interesting title and properly ascribed source.
 Contains a description that eliminates a site’s over-claims to fame.
 Includes key tags: document type, timeframe, country of origin, URL, language.
 Only reference pre-payment sites at front page level and are clearly marked as "subscription"
sites.

Managing source material

‘Information sources are best selected by individual researchers. The task of a foresight team or manager is
to give hints on additional sources and to store and distribute information for future use.

The reliability of a source needs much attention: wrong information and checks cost the scarce time and
resources of the organization. Always try to triple check source material with two other similar scan hits
from reputable organizations when possible.

Insights and Trends can be collected directly or indirectly with the support of information brokers, abstract
or scanning services, or internal library services.

Much of this material is already collected in disparate databases and off-line systems by discrete teams in
organizations. But coordinating these activities through a corporate wide knowledge management system
means:

 Significant time savings in data collection.

 Wider scanning from a diverse network.
 Organizational sense-making is improved.’

Source: Technology Foresight In Companies, Guido Reger

Look for outliers and don’t be afraid of the weird and the wacky. Remember that what seems unreasonable
today may well not be viewed that way in the future.

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4.10 Source categorization
Quality assessment
Source categorization challenges scanners to assess the evidence and stimulus value of sources, e.g., as
"expert," "professional," or "pundit," "amateur," and "fringe." This is NOT meant to be pejorative, only
descriptive. It does, to some extent, conflate a judgment of location of emergence of insight
(scientific/rational genius vs. artistic/intuitive genius) with the timeframe of emergence (e.g., expert and
fringe vs. punditry); the assumption being that something spotted in the popular press is further away from
the origin point on the emergence growth curve.

A good source is one that stimulates the reader to think further and helps to classify the current evidence
level:

Stimulus
Strong indicators of the stimulus levels of a source come from evaluating the potential impact of the
intelligence:

 Inspiring: very high | high | neutral | low | very low

 Engaging: very high | high | medium | low | very low
 Enabling: very high | high | medium | low | very low
 Novelty : shock | surprise | new news | old news | none

Evidence
Strong indicators of the reliability and/or credibility of a source come from evaluating who is presenting
the evidence:

 Credentials: expert | professional | pundit | amateur | fringe

 Bias: very impartial | somewhat impartial | balanced| somewhat partial | very partial
 Methodology: robust analysis | partial analysis | commentary | opinion led | speculative
 Assumptions: accurate | deduced | faulty | inaccurate | none

The role of the scanner is to seek to improve the initial scan hit by discovering better, more robust material
to raise the stimulus and evidence level. If this cannot be found then the scan hit is likely to be on the
margins of change.

Depending on the readers’ interests, these types of categorizations assist in determining where they look
for new opportunities, emerging risks, trigger events, disruptions, highly professional or fringe evidence,
etc.

4.11 Discovering trends

When you scan for change or are presented with material that describes change, you will locate "hits" which
describe, for example, events, innovations, policy shifts, social developments, and the way people use
technology.

Once a week, review your hits and tags and clusters of like hits will begin to emerge. At this stage, you are
starting to identify trends. Share the weekly report among the scanning team and get their feedback on
what is important to explore more deeply. You might share via email or you might have a meeting -
whatever works for your organization.

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By the time you have identified a trend, it is likely to be already affecting your organization. Emerging
issues, on the other hand, are the signals that are just beginning to appear on the horizon. These emerging
issues might turn out to be irrelevant for your organization, but they can also turn out to be a significant
issue that you need to consider. The only way to make this determination is to monitor the emergence via
scanning.

Identifying trends is relatively simple, mainly because they are labeled as such, and there is much
information about them (e.g., technological and demographic trends, generational issues). It is also likely
that the impact of trends is already being felt in the present, so scanning is about better understanding
how that trend might evolve over time.

Identifying an emerging issue is more difficult. ‘Emerging issues start with a value shift, or a change in
how an issue is viewed. An opinion leader or champion inevitably emerges who begins to move the issue
into the public view. It is at this time that you will be able to identify the emerging issue. You might be
looking at "experts" who are opinion leaders, or you might be looking at more fringe sources such as those
found in youth culture and social movements.

You will need to make an assessment about whether or not the scanning hit is useful to your organization.

Some tips to help you identify relevant trends and emerging issues are:

 Explore what the trend/emerging issue is doing today.

 Explore what people are saying the trend/emerging issue will do over time.
 Explore the potential impact of the trend/emerging in your industry today and in the future.
 Place the trend in a global context and consider its implications for your organization today and
into the future.
 Use your imagination

If you find something that might be useful:

 Test it by searching for relevant keywords to see what sort of links appear; if you get a lot of
hits and the quality of the hits seem high, it means the issue is being talked about by many
people and it is something you should include as a scanning hit,
 Or test it with your scanning team or others in the organization – does it seem important to
them?
 If you have a reaction along the lines of "this is rubbish" or "this will never happen," explore a
bit further before dismissing what you have found as irrelevant. What else might happen that
would make this emerging issue more likely? If nothing substantial comes from this further
exploration, then you can probably safely leave that particular hit for now (although check it
out every now and then – keep it on a watch list).

Determining the value of a "hit" depends both on your personal insight and your ability to mentally move
into a future space. Determine relevance only after you have explored the trend in the present AND in the
future. A trend’s trajectory today could shift quite radically in the not too far distant future. One aim of
scanning is to help your organization avoid surprises, and unless you explore how a trend might play out
over time, you are likely to be surprised.

Think big!

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Scan hits and trends are not predictions. They are merely an assessment of what might be possible in the
future, not what will be. Scan hits and trends therefore inform thinking about how the organization might
need to operate in response to increasing complexity and uncertainty in the external environment. So,
always take a "big picture" view today and a "long picture" future view of your trend, watch for deviations
from your expected norm, and adjust your thinking accordingly.’

Source: By kind permission of Maree Conway - "Environmental Scanning: What it is and How to Go About It"

Over time, your preliminary clusters of scanning hits will become stronger and you will recognize common
or similar patterns of change. At this stage, you probably have a trend, and you will be able to write a short
summary statement about that trend, so that people will understand its importance to your organization.
Questions about the trend’s implications for your organization will also probably start to emerge at this
stage – keep a note of these questions as they will be useful at the reporting stage. You may also start to
see connections (both positive and negative) among trends. Keep a record of them as well, as they will be
useful "conversation starters" further along in the strategy development process.

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Figure 37. Add a Trend – Courtesy of Shaping Tomorrow
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4.12 Assessing trends
At this stage, it is important to recognize three things:

 trends don’t exist in isolation,

 trends are extrapolations of the past and the present, not future facts, and
 trends have uncertain future trajectories.

During this process of assessing trends, you need to spend some time exploring how the trends might evolve
over time. You should have started to do this when you scanned, and now you are looking at a number of
trends to see how they connect or operate in isolation from each other. There could be weak or strong
connections between trends, and some trends might collide.

Wildcards and other discontinuities might intervene and derail a trend trajectory completely. For this
exercise, you need to be applying system thinking principles. The further into the future you explore, the
more uncertain the trajectory of a trend is, and the more potential turning points there are. You will need
to be exploring multiple alternative pathways to see whether your view that this trend is important to your
organization is robust across those alternatives. Look, in particular, for possible pathways that might have a
significant impact on how you do business today.

Ask questions such as:

 what would cause a fundamental change to the way your organization delivers its services?
 what would generate fundamental change in how your industry is organized?

Remember that you are scanning at the moment to improve your assessment, rather than selecting trends
for further evaluation.

As with Insights a number of simple thinking methods exist to improve your assessment including:

 Assumptions: research underlying uncertainties further

 Brainstorm: quickly identify key opportunities and risks

 CLA: deconstruct conventional metaphors and re-make new futures

 Counterpoint: develop reverse strategies to the trend

 Debate: formally discuss opposing views

 Devil's advocate: critique someone else’s analysis

 Genus: learn from the past

 Megatrend: examine probable global futures

 Panarchy: understand the source and role of change in systems

 Red hat: anticipate opponents actions

 Self-critique: identify weaknesses in your analysis

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  Starburst: generate early questions rather than answers

 STEEP: identify critical driving factors

 SWOT: determine strengths, weaknesses, opportunities and threats

 Surprise: identify and analyze potential disruptors

 Tipping point: spot upcoming turning points early

 Visioning: determine a compelling image of a preferable future

All of these are available through the Shaping Tomorrow website.

4.13 Counter trends, wildcards & Black Swans

As well as looking for trends and emerging issues, you should also be alert for counter trends and wildcards.
As you identify a trend, ask what the counter trend might be (the opposite trend). Do some scanning to see
if such a counter trend is obvious – it might be or it might not be. If you find some evidence of a counter
trend, record that. Counter trends can derail a trend’s future trajectory, and you need to be alert to
alternative outcomes if a counter trend gets stronger over time.

Wildcards are low probability, high impact events that have the potential to change the world overnight.
Some sources like the Arlington Institute explore wildcards. Identifying their potential impact has a lot to
do with your ability to ask "what if" questions around trends that might seem highly improbable today.
Integrating wildcards into your strategic thinking requires an open mind.

Black Swans are highly improbable, impossible to anticipate events. For example, extra-terrestrials contact
us, other forms of life and dimensions discovered.

You may not find any counter trends, wildcards or Black Swans but stay alert for them. They will often be
weird and wacky, and you will be tempted to dismiss them as irrelevant. Explore first before you dismiss.

Because wildcards in particular are improbable, you will need to resist the voice in your head that tells you
that you that it will never have an impact on your work. You will be tempted to ignore it because it seems
unlikely to ever help you get your work done today or tomorrow. But, strategy is about the future, not the
short term “tomorrows." Use the wildcard to explore questions like, “If this did happen, what opportunities
or challenges could our organization face?”

Further reference

 A Vision for 2012. Planning for Extraordinary Change, John L. Petersen, 2008, Speaker's Corner

 The Black Swan: The Impact of the Highly Improbable, Nassim Nicholas Taleb, 2007, Allan Lane

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4.14 Scanning challenges
Information Overload
There is a lot of information out there. How do you deal with it so you don’t go into information overload?

Remember your scanning focus, but follow-up leads that look as though they might be useful.

Look for credible sources

You will soon learn how to identify these. Trusting your expertise and insight about what is credible and
what is not is essential.

Stretch your thinking (or my brain hurts!)

It will probably be necessary to re-train your brain to shift the patterns of the past to be more open to
what you are seeing as you scan, and to shift from an operational to a strategic focus. Your brain will
probably start to hurt!

You will be dealing with complexity and uncertainty. You will be faced with an overwhelming amount of
information when you start out. What you think is impossible now just might be plausible in the future, and
this challenges – in a big way - what you believe to be true about the world. That is a truly uncomfortable
process, so expect some "cognitive dissonance."

If your brain doesn’t hurt, you are probably not stretching your thinking enough! Scanning becomes easier
over time. If you scan regularly, you will become an "unconsciously competent" scanner.

Information sharing
‘The people of an organization are some of the best sources external information, but sharing it remains a
major challenge:

 Lack of awareness that information is useful to others.

 Lack of trust and concern information may be misused.
 Organizational structure blocks information sharing.
 Organizational culture rewards owning information, not sharing it.’

Source: Scanning the Environment, Chun Wei Choo, University of Toronto

4.15 Making time

You will also face the VERY REAL challenge of making enough time available to do your scanning, but, think
about how much time would now be saved by the Banks had they spent some time considering the scan hits
that were regularly reporting a financial bubble about to burst and how different the future would have
been for them and all of us if they had invested time into scanning for surprises.

Scanning takes time!

You need to scan on a regular basis, for a set period of time. Start with 30 minutes every couple of days,
and then adjust your time allocation as you get more comfortable with the process or specific projects call
for scanning. Eventually, you will be scanning all the time, whether you know it or not, so make sure you
have a way of easily recording any hits you find for further exploration. The key is to set a schedule for
scanning and not change it.

If you work in a front-line position where you see clients, time for scanning will always be at risk. Usually
however, you will be scanning for a specific purpose that is time limited. Work with your manager and

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colleagues to ensure you are able to move out of the front-line for dedicated scanning time. If you are
managing a scanning process, commit to making the time available for your staff to do their scanning.
Ensure they know that scanning is work too, and that you support them spending time on this strategic
activity. Encourage them to allocate set times for scanning, and to not be distracted by the urgent work
that is sitting on their desk. Allow them to work at home or in the local café if that is possible (i.e., out of
the office), so that they can focus very clearly on scanning.

This is about balancing a strategic activity with your operational imperatives. Most of us spend most of our
time in the operational arena, and feel guilty when we move out of that space to focus on other things. Not
keeping up with the volume of work and making ourselves busier than we already are is often a great fear.
Setting time aside for scanning isn’t easy to do in today’s work environment, but if you want a stronger and
more robust strategy, then scanning must be a priority in your work schedule.

No doubt the Banks now wish they had taken the time to scan more widely in the first decade of the new
Millennium. They would have seen the crisis coming and had time to avoid the losses and huge reputation
loss they incurred by not being future focused.

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 Practical Foresight Guide

Chapter 5 – Planning

Author: Dr. Michael Jackson, Founder , Shaping Tomorrow

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Table of contents

5. Planning ....................................................................................................................... 3
5.1 Selecting trends ........................................................................................................ 7
5.2 External assessment ................................................................................................... 10
5.3 Market response ........................................................................................................ 21
5.3 Internal assessment ................................................................................................... 22
5.4 Competitor analysis ................................................................................................... 23
5.5 Stakeholder mind-set ................................................................................................. 25
5.6 Organizational critique ............................................................................................... 26
5.7 Plausible responses .................................................................................................... 28
5.8 Agreed strategy ........................................................................................................ 30
5.9 Solution determination ............................................................................................... 30
5.10 Reporting trends ...................................................................................................... 32

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5. Planning
Having scanned the horizon and determined what’s happening, the process moves on to think strategically
about the implications and prioritize ‘what’s important around here?’ and plan for the future.

What is Strategic Thinking¹?

“Strategic thinking is intent driven. It provides a point of view about the long-term market or
competitive position that an organization hopes to achieve over a defined time period.”

Source¹: Competing for the Future, Prahalahad and Hamel (1994)

It can also be used to drive policy decisions, detect threats, discover new markets and in product and
service design innovations. When you are thinking and planning strategically, you are in the realm of
strategic foresight.

‘Strategic Foresight

 Is the ability to systematically think about and develop alternative futures.

 Is the planning that results when future methods are applied to real-world situations.

 Is the theory and practice of envisioning alternative future scenarios in order to make better
decisions today, turning insight into opportunity.

 Uses emerging signals from political, economic, social, and technological environments. It feeds the
front end of innovation from a human needs and technology realization opportunity perspective.

 Contributes to coping with uncertainty and complexity. It deals with the identification, assessment,
and usage of emerging signals to recognize and give warning about threats and opportunities at an
early stage.

Successful strategies are rarely achieved by spontaneous flashes of genius, but rather result from the
systematic collection, analysis, and evaluation of facts, circumstances, trends, and opinions.’

Source: UK Government Cabinet Office - Survival Guide

Elements of strategic thinking2

 Taking a systems perspective: mentally modeling a complete end-to-end system

 Intent focused: determining a sense of direction and outcome

 Intelligent opportunism: continuously adapting and innovating

 Thinking in time: connecting past, present, and future

 Hypothesis driven: asking "what if ...?" and then "if ... then ..."

Source2: Strategic Thinking: Can it be Taught?, Jeanne M. Liedtka (1998)

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And using an appropriate balance of structured group processes that encourage buy-in through approaches
that promote divergent (widen the scope), emergent (agree patterns and relationships) or convergent
(promote agreement). This Chapter describes multi-methods that can be used to provide the appropriate
balance and encourage buy-in.

Strategic Thinking starts from recognizing and understanding changes (key Insights) that are likely to take
place over time by considering major outcomes (key Trends, Uncertainties and Wildcards) in nine
dimensions:

 Business: competition, culture, innovation ...

 Economics: finance, regulations, trade ...

 Environment: agriculture, climate, raw materials ...

 Healthcare: disease, medical research, well-being,

 Industries: biotechnology, clean technology, nanotechnology

 Lifestyles: consumption, education, values ...

 Politics: government, rights, security ...

 Society: community, demographics, generations ...

 Technology: internet, micro devices, science ...

Approach

The Strategic Thinking approach identifies the major trends in each of these dimensions and analyses ways
in which these are likely to develop and interact with each other over a pre-determined study period.
Nothing is guaranteed about how the future will evolve but strategic trends research requires wide-ranging
and deep investigation, not shallow and narrow looks at the top ten current global trends appearing in the
newspapers. Smart companies had spotted these global trends long ago through their early warning radar
systems and taken advantage of being early adopters. Most likely they will be early leavers, too, as the
market peaks and declines.

Strategic thinking also seeks to explore the assumptions underpinning current ways of operating and how a
trend might evolve over time. This ensures that the thinking that informs decision making about action to
take today recognizes that just because a strategy is reasonable and works today doesn’t mean it will be
effective and useful into the future.

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Figure 38. Strategic trends: Trends analysis Courtesy, Lloyd Walker – Precurve

Classification

Creating an inventory of identified Trends requires a highly effective classification system and methods to
rank rate and qualify their impact.

Various models exist to classify trends and evaluate their impact. For example: The analytical framework
described in John Petersen's book - 'Out of the Blue' (Arlington Institute). Most work by considering a
combination of urgency, impact and likelihood of occurrence factors like the Issue Assessment example
below.

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Figure 39. Issue assessment. Courtesy Shaping Tomorrow

Having established a trends database and evaluated individual trend outcomes based on probability one can
determine which key drivers of change will likely have the most impact on a particular organization.

The future is not a single destination. The further out we look, an increasing number of different possible
outcomes can be foreseen. Some will influence a particular organization more than another.

We find that none of our clients determines the same key drivers and rarely includes the top ten current
trends appearing in newspapers in their current form. Through this approach organizations can map out
their own destiny, unique selling points and solutions to solve real issues before others catch on to their
strategy.

Further reference

 Thinking About The Future: Guidelines for Strategic Foresight, Andy Hines & Peter Bishop, Social
Technologies

 Strategy Survival Guide, Prime Minister’s Strategy Unit, UK

 The DCDC Global Strategic Trends Program, DCDC, 2007

 Out of the Blue, John Petersen, Arlington Institute, 1997

 Using Futures Approaches: A Guide to Getting Started, Maree Conway 2007

 What will Influence the Future? Local Government Association, UK

 http://www.3s4.org.uk/looking-out/what-is-strategic-analysis, NCVO, UK

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  Why Strategy Is Like Sailboat Racing, Mike Linton, Forbes

5.1 Selecting trends

The process of interpreting your scanning hits for your organization and making an assessment of the likely
impact of your identified trends over your chosen scanning timeframe is a pivotal step in strategic thinking.
This is a step where you also add your judgment and perspective to the mix, and where you add meaning in
the context of your organization’s strategic focus and priorities.

Your aim here is to identify trends that might be critical in terms of your organization’s sustainability, but
which are uncertain in terms of the exact nature of how they will have an impact on your organization into
the future. Identifying what these trends mean for your organization and how you might respond over time
is part of the next phase of strategy development (what might happen?). Right now, you are looking for
possibilities, not answers.

The objective is to select trends and issues for further research by first using the series of filters below to
narrow down to the vital few. For the purposes of demonstration we will assume you have collected, or
have access to, several thousand trends, uncertainties and wildcards from your scanning. However, you can
apply the basis of this selection process to any number of trends using the following ‘decision tunnel’
technique.

Universe of trends

A simple sight (eyeball test) is applied to filter out extraneous, non-interesting trends and issues against
predetermined topics or question. This reduces a database of potentially thousands of interesting trends to
just the relevant 100-300 issues in a few days or less. They represent trends to ‘Watch’ going forward.

Selected trends

Strategists and policy makers then apply a combination of urgency, likelihood, and impact ratings to these
remaining issues and determine which should be moved to be further considered.

Their assessment covers a number of categories:

 Timeframe: when will a mainstream impact begin to appear?

 Scope: how widely will the trend be accepted and/or adopted?

 Impact: how strong will the impact of this trend be?

 Likelihood: how quickly might this trend have an impact on the organization?

 Urgency: what is the required speed of response by the organization to the trend?

You do not have to use this type of quantitative approach, but most find it helps them think through, and
rank trends in a logical manner. The critical element here is that you explore implications of the trends you
have identified over a longer term period. This usually reduces the list down to between 40-60 issues of
potential interest. They are effectively an inventory of items that must be ‘Managed’ into the future.

Key trends

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Executives, strategists, and policy makers determine the Key Trends from the remaining 40-60 issues by in-
depth discussion. These Key Trends are the ones the organization must ‘Act Now!’ on to survive and
succeed in the future.

Usually the highest ranked 10-15 issues are determined to be Key Trends. This is as many issues that any
size of organization can realistically manage to success at one time.

Assessing Trend Relevance

Rank the impact on your

Rank the global impact
organization

Timeframe Reach Impact Likelihood Urgency

What is the
How quickly does
When will trend What is likely likelihood of the
What is likely future the organization
begin to have an future impact of trend having an
uptake of this trend? need to respond
impact? this trend? impact on your
to this trend?
organization?

Assessment Assessment Assessment Assessment Assessment

Almost
0-4 years 5 Global 5 Significant 5 5 Now 5
Certain

Within 3-5
5-9 years 4 Widespread 4 Major 4 Likely 4 4
years

10-14 Niche
3 3 Moderate 3 Possible 3 6-9 years 3
years sector/market

15-20 10-15
2 Organizations 2 Minor 2 Unlikely 2 2
years years

16-20
20+years 1 Individuals 1 Insignificant1 Rare 1 1
years

Never * 0 None* 0 None 0 None 20+ years** 0

*Before you assign “Never” or “None” to a trend, make sure you have tested your assumptions, and
identified your blind spots. Ask what would have to happen to make the trend a reality? Only then should
you feel comfortable assigning these categories to a trend.

** Even though the urgency to address these trends is long-term, consider keeping them on your scanning
"watch list."

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 Decision funnel
Assessment Total Comment
What might you do
now?

You need to make a decision now about whether or not your

organization needs to respond to this trend. Consider how to
Between 20-25 Act now respond and include in your current strategic plan if appropriate.
If you decide not to include in your plan, then add to your manage
list.

Between 15-19 Manage You need to consider now how you might respond to these trends
as they continue to emerge. It would be a good idea to include
actions in your plans that allow you to act quickly if you need to.

14 and under Watch These trends are unlikely to have an impact on your planning in
the medium term. To prevent future surprises, keep these trends
on your scanning watch list.

Trends will occasionally need retiring or downgrading. This can occur because the issue is superseded or
diminishes in its urgency, potential impact, or likelihood.

By moving issues up and down the decision funnel and only removing obsolete issues, the integrity of the
issues database is maintained.

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5.2 External assessment
This type of trend analysis can be carried out very quickly using software tools like the one below.

Figure 40. My analysis: Cultural lag of Nanotech – Courtesy of Shaping Tomorrow

In the example above the external environment on the impact of Nanotech can be quickly assessed by
setting the level in each field. The software calculates the signal strength in the form of traffic lights. The
higher the scores the more the need to 'Act Now!' Organizations use this methodology to:

 Quickly get team agreement (most prefer to rank first then discuss differences of opinion to avoid
time-wasting).

 Assess sensitivity to particular criteria.

 Revisit later as the trend changes and determine if their ranking still stands or not.

There are several other possible strategies for carrying out this selection process. For example:

 an expert, research-based approach, wherein scanners nominate candidate themes and issues for
promotion to, “Selected trends.” Nominated trends would either be submitted to the project team
for review and confirmation, or would be part of a workshop discussion, as relevant opportunities
arise.

 nominations of interesting themes and issues could be requested from executives and policy makers
allowing individual evaluation and polling. This can occur on-line and asynchronously, or as an
electronically mediated part of workshop activities.

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  An online Delphi analysis is particularly useful here because it allows multiple people to contribute
their views all at the same time and for the project team to get a fast handle on opinions of their

chosen stakeholders.

Figure 41. Delphi analysis – Courtesy of Shaping Tomorrow

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A typical output from an exercise like this is a ‘spider diagram’

Figure 42. Spider diagram – Courtesy of Shaping Tomorrow

Using ‘spiders’ as graphical representations of individual and team views allows people to debate where
they differ in opinion and why. After discussion the Delphi process can be repeated with changes to the
trend and its description based on the feedback of the participants. In this way divergent views can be
heard but a convergent position achieved as the outcome from the dialogue.

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Forecasting the future

Though we can’t predict the future all organizations need to make forecasts for planning purposes. The
quality of those forecasts can be substantively improved through the use of robust and dynamic forecasting
processes that offer alternative views of the future and look at multiple time horizons. Time-slicing a
foresight project into five-year outlooks helps bring a sense of progression from today to tomorrow and out
into the future. Single point forecasts that profess to know what the world will look like in 25 years should
rightfully be challenged. But, multi-slicing shows how this single point could be reached and allows tracking
and potentially course correction as the future unfolds.

Figure 43. Potential societal futures time-lined in a Futures Wheel format. Courtesy of Wendy
Schultz.

Forecasting the future helps organizations understand upcoming capabilities and challenges too, ensures
investment decisions are linked to long-range goals and aligns stakeholders into successfully producing
deliverables that maximize financial returns.

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By scanning for change and engaging internal and external experts to make forecasts of when things are
likely to happen a better mental map can be created. Most importantly, mentally laying out how the future
might look will create executive challenge to existing thinking and paradigms and potentially create new
ways of thinking. Figure 44 shows an example of a technological timeline:

13
All rights reserved

Tracking change - an example

Figure 44. Technology timeline. Courtesy of TechCast

By estimating the most likely year that an issue or trend is likely to reach its tipping point into common
public perception or use (35% population take up or attitude change) and estimating the confidence levels
at regular intervals a mind map of upcoming change can be created.

 Most likely year: | 2010- | 2015- | 2020- | 2025- | 2030- | 2035- | 2040-

 Confidence level: | very high | high | medium | low | very low

 Potential: | paradigmal | dramatic | big | medium | small

A future timeline exercise conducted by a facilitator with a diverse group of organizational leaders can
prioritize trends and agree on the challenges presented to the organization in relatively short order.

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Once agreement is reached teams can then work backwards from the expected tipping point of key drivers
to determine their road-map to meet tomorrow’s challenges and investment planning linked to emerging
change as in Figure 42 below.

A series of meetings or an online timeline tool can be used to elicit multiple inputs thus inspiring, engaging
and enabling stakeholders to create a systems perspective of the world they see emerging and a common
view of the challenges ahead.

Figure 45: Road-mapping and investment planning. Courtesy of Shaping Tomorrow

Scenario planning

Scenario planning is one of the most well-known and most cited as a useful technique for forecasting the
future.

Scenario planning questions assumptions we all make about the future. The method creates plausible views
of the future that decision-makers can use to determine their best response and how to react to alternative
plays.

Scenarios are qualitatively distinct visions, told as stories, of how the future looks. They make explicit the
assumptions of how the world works. Building scenarios helps us to:

 Understand the realm of possible options.

 Makes us live the future in advance so as we can take better decisions today.

 Changes our vision of how the world works.

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  Generates a common understanding of the real issues.

 Let's us test our decisions against a range of possible worlds.

 Helps us to deal with complex adaptive environments where the outcome is uncertain.

Scenarios are not an end in themselves, but a tool to

 Identify risks to and opportunities over a desired time period.

 Expose long term challenges for strategies and policies.

 Deal with a mix of wide ranging qualitative and quantitative inputs.

 Enable assumptions to be made clear and explicit.

 Make real the implications of these challenges.

 Encourage collaboration.

 Support and improve vision and policy making by starting grounded and challenging conversations
about choices, trade-offs and conflicts.

 Build capacity among staff in futures work.

The key to creating scenarios of best, most likely and worst case options is in finding that strategy that
represents the best middle ground on which to base action plans.

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The middle ground is not often the center of the axes as Figure 46 shows but a considered position that
puts an organization in a stretching position, but not one that over-reaches itself. The best strategy for
action is therefore the one that leaves the distance to travel to another scenario at a practical level if
circumstances change. Taking extreme strategic positions represents a huge bet given that the furthest
poles of scenarios represent the greatest uncertainty. To find the middle ground we must therefore
envision worlds where strategy can adapt and move as the future unfolds.

Figure 46. Finding the middle ground. Adapted from Reappraising the Future – Scenarios for 2012,
Accenture 2005

In the example above, choosing a sustainable strategy is betting that co-operation, waste reduction,
efficiency, corporate social responsibility, alliances, etc., will best cope with the four possible extremes of
polarization versus globalization, and collaboration versus enmity, yet firmly fix its strategy in accepting
globalization and collaborating for maximum advantage.

Simple scenarios like these can be created by individual or team-based efforts using the following
construct:

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Figure 47. Scenario planning template. Courtesy of Shaping Tomorrow

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Now repeat the process by constructing further scenarios. At least four are recommended.

Creating multiple scenarios allows you to do further analysis e.g.

 Influencing factors: Which common factors have an impact in each scenario?

 Projections: How could the influencing factors develop?

 Networking factors: Which further cross-impact influencing factors exist with other key trends and
issues?

 Disruptive events: Which events could lead towards radical trend deviations? Identify the most
important uncertainties - view these uncertainties as ranges on dimensions and prioritize the most
important.

 Observations: Describe what other observations can be made regarding these scenarios that are
useful for future decision-making.

There are many books on scenario planning and many ways to conduct such an exercise including
Alternative Futures Analysis (figure 48) and Multi-Scenarios Generation. They typically are used for far
larger projects and involve many experts.

Alternative Futures Analysis typically only considers two driving forces arrayed in a two-by-two matrix with
the extremes describe at the end of each axis. Multi-Scenarios Generation uses matrices to consider the
impact of each scenario in combination with all others. Further reading on these various methods can be
found in the Further Reference section.

Scenario planning too has been systematized, though these sophisticated systems usually require the use of
a facilitator in a workshop environment. Especially in turbulent times the combination of horizon scanning,
trend analysis, scenario planning and the identification of strategic option spaces is very powerful. This
combination of system tools enables executives to identify consistent scenarios and to determine
appropriate strategies which can be evaluated against corporate goals in real-time and as circumstances
change.

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Figure 48. Scenario and Option space planning. Courtesy of Shaping Tomorrow’s partners -
Parmenides Eidos, all rights reserved

Modular architecture like that shown in Figure 48 allows the combination of:

 Trend/Driver Analysis

 Goal Assessment

 Vision Development

 Risk Assessment and Monitoring

 Conceptual Analysis

 Scenario Development

 Option Development & Evaluation

Further reference

 Heuer and Pherson, Structured Analytic Techniques, 2010

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5.3 Market response
The external assessment is a good start in identifying which trends or issues deserve your utmost attention
but is insufficient to ensure a robust and well thought through strategy. Great strategy comes from having
an excellent handle on likely market responses, an internal assessment of your own capabilities, conducting
competitor analysis, understanding your stakeholders mind-sets, and developing plausible responses as a
result of what you learn. Along the way we may also find we need to employ 'breakout thinking' and
'scenario analysis' to make sense of our options.

Most organizations informally discuss all or some of the assessments here as part of their strategic thinking
but the act of formally documenting assessments means that a systems map is built up that can be modified
as circumstances change. Formal documentation doesn’t imply that the organization has to prescriptively
follow the framework that follows but explicitly writing down the strategy analysis means better
understanding and acceptance from all concerned that the chosen strategy is as robust as it can be.
Documenting the process in a consistent manner also means that stakeholders can understand and
challenge the underpinnings of the strategy as circumstances change.

Here is one based an imaginary Nanotech company's view of their marketplace.

We will start with Market Response and deal with each in turn by looking at how leading organizations
assess their opportunities and risks. You can mix and match among these assessments choosing the ones
most relevant to the task at hand or add your own.

Sector opportunity- Rank on the chance to lead or follow: | very high | high | medium | low | very low |
none

 Sector growth - Rank on the potential size of the market income in your chosen timeframe: |
explode | grow | average | contract | decline | none

 Social group - Rank on the potential for social groups to change size in your chosen timeframe: |
explode | grow | average | contract | decline | none

 Technology assessment - How much complexity is involved and time required to deliver the
solution? | bleeding edge | leading edge | follow me leader | off-the shelf | code change | none

 Tipping point - When will 35% of the target market likely be on board? | 0-4 years | 5-9 years | 10-
14 years | 15-20 years | 20+ years | never

 Driving force - Rank on whose pushing for change: | international | country | industry | financial
institutions | consultancies | other

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Figure 49. Market response – Courtesy of Shaping Tomorrow

All 'High fives' here suggest a great opportunity for the Nanotech organization to exploit assuming they have
the organizational wherewithal, Very low scores would have suggested that this is a trend or an issue for
them to avoid

5.3 Internal assessment

Now we can consider whether the organization has the appetite and means to exploit this trend or tackle
the issue.

We can do this by assessing the following criteria:

 Attainability - Can the solution be implemented in the available time? | 100% | 80% | 60% | 40% |
20% | no chance

 Motivation - What must be done first? | legally must do | time constrained | high value | scarce
resources | growth | reputation

 Cost savings - How much might be saved? | very high | high | medium | low | very low | none

 Difficulty - How complex is this to do? | very high | high | medium | low | very low | not at all

 Risk - How much risk would be run? | very high | high | medium | low | very low | none

 Efficiency - How simple and cost-effective is the solution? | very high | high | medium | low | very
low | no effect’

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Figure 50. Internal assessment – Courtesy of Shaping Tomorrow

Source: Rene Rohrbech, Deutsches Telecom, Germany

The same scoring interpretation is applied here as we did for External Assessment and Market Response.
This looks a good prospect for the Nanotech organization.

5.4 Competitor analysis

Now we can spend a little time analyzing the capabilities, culture and performance of the Nanotech
company’s’ competition. A surprisingly good assessment of their rivals can be made using these criteria
with just a little effort in examining competitors' motivations, strategies and results.

 Velocity ratio - What is the rate of change within the industry? | very fast | fast | medium | slow |
very slow

 Rising tides - How quickly are customer expectations changing? | very fast | fast | medium | slow |
very slow | unchanging

 Innovation index - How widely innovative is the competition? | very high | high | medium | low |
very low | none

 Creativity capability - How innovative is the industry? | very high | high | medium | low | very low
| none

 Retirement rate - What's the turnover rate of the competitors’ senior staff? | very high | high |
medium | low | very low | none

 Generational tolerance - How much do competitors welcome young people? | youth- driven | very
tolerant | tolerant | neutral | intolerant | very intolerant

 Agents of change - How much do competitors pay attention to emerging change? | adventurer |
reactor | adopter resistor | abstainer | deaf, dumb, blind

 Quality of service - How good is your industries quality of service compared to others? |
extraordinary | very high | high | medium | low | very low

 Concentration - Is the industry concentrated in the hands of a few or characterized by a long-tail? |

very high | high | medium | low | very low | none

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  Environment - What typifies the competitors’ culture towards rivals? | uncaring | forgiving | stable
| predictable | turbulent | chaotic

 Capability - How efficient are the competitors? | very high cost | high cost | average cost | low
cost | lowest cost

 Profitability - How is the industry's ability to generate profits? | none | very low | low | medium |
high | very high

 Positioning - What is the reputation of the industry? | industrial leader | excellent image | high
image | me too | low image | poor image

 New capabilities - What new capabilities are coming from the industry? | very high | high | medium
| low | very low | none

 SWOT - How strong are your rivals threats and opportunities? | opportunity | strength | neutral |
weakness | threat

 Barriers to entry - How high are the protective fences erected by the industry? | very high | high |
medium | low | very low

 Barriers to leaving - How easy is it for competitors to leave the industry? | very high | high |
medium | low | very low

 Potential entrants - How easy would new players to create advantage? | very high | high | medium
| low | very low

 Supplier power - How high is the ability of suppliers to control the market? | very high | high |
medium | low | very low

 Threat of substitutes - How high is the threat of substitution to the industries channels, products
and services? | very high | high | medium | low | very low

 Bargaining power - How high is the industry’s ability to control the market? | very high | high |
medium | low | very low

 Industry rivalry - How much competitor in-fighting is there? | very high | high | medium | low |
very low

 Lifecycle - Where does the industry sit in terms of the development of its markets? | non existing |
embryonic | growing | maturing | ageing | declining

 Structural forces - How does the structure of the market help, or hinder, the industry? | very
strong | strong | good | average | poor | weak

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Figure 51. Competitor analysis – Courtesy of Shaping Tomorrow

This time the high scores reflect opportunities to exploit competitor weaknesses while low scores suggest a
highly vibrant industry that may be difficult to enter or lead.

In all these assessments don't be blind-sided by your own perceptions alone. Ask around and try to find
strong but relatively easy to produce existing evidence for assessments.

5.5 Stakeholder mind-set

Earlier in the handbook we described why it’s important to identify key stakeholders in the foresight
process. Now you need to do this again focusing on their future needs and desires and current dis-
satisfactions.

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  Customer environment - Has the industry fully articulated its offerings and does it serve all parts of
its market completely? | articulated/served | articulated/unserved | unarticulated/served |
unarticulated | unserved

 Customer impact - How do the industry’s customers view the incumbents? | very positively |
positively | neutral | negative | very negative

 Perceived quality - How do end customers view the quality of the industry’s end-products or
services? | very high | high | average | low | very low

 Perceived price - How do end customers view the price of the industry’s end-products or services? |
luxury | premium | me too | discounted | cheap | free

 Social values - What are the prevailing social values? | survival/satisfaction | safety/security |
self/action | stability/meaning | strive/influence | social/harmony | systemic/independence |
spiritual/community

Figure 52. Stakeholder mind-set – Courtesy of Shaping Tomorrow

Much of the information to complete this analysis should be available from your marketing and sales teams.
Remember that stakeholder mind-sets can change especially over extended timeframes but knowing their
prevailing attitudes is a strong pointer to whether your solution is going to fly.

5.6 Organizational critique

All that glitters is not gold as many organizations have found out to their cost. Testing exploitation of the
trend against your current market position is a useful way to determine whether you should embark on
solving an issue at all. It also highlights potential roadblocks to overcome and strengths to maximise in your
strategic response.

 Approach - What strategy do you intend to use on this issue? | lead | exploit | adopt | also ran |
just in time | ignore

 Prepared? - What is the state of readiness on this issue? | very high | high | medium | low | very
low| not at all

 Market growth - How much cash does it take to run the organization? | very high cash use | high
cash use | average cash use | low cash use | very low cash use | no cash use

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  Relative market share - How strong is relative market share versus rivals? | very high | high |
medium | low | very low | minimal

 Positioning - How well positioned is the organization? | excellent | good | average | weak |
unviable

 Performance - How well performing is the organization? | excellent | above average | average |
below average | poor

 Capability - Rank your organizations ability to compete: | dominant | strong | favourable | tenable
| weak

 Product experience - Rank your experience with developing and growing products related to this
issue: | leader | current | past knowledge | related | somewhat new | entirely new

 Market experience - Rank your market experience: leader | current | past knowledge | related |
somewhat new | entirely new

 Return on Capital Employed (ROCE)- How good is the organizations ROCE? | excellent | strong |
above average | average | below average | weak

 Value added - How much value added do you provide to your customers? | exceptional | high |
significant | moderate | low | none

 Resource use - What level of own resources is required to run the organization? | none | minimal |
moderate | large | major | huge

 Attractiveness - How much organizational interest do you have in working on this issue? | huge |
very large | large | medium | small | none

 Competitive advantage - How advantaged would you be versus your competition in addressing this
issue? | highly advantaged | slightly disadvantaged | no advantage | slightly advantaged | highly
advantaged | monopoly

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Figure 53. Organizational critique – Courtesy of Shaping Tomorrow

High rankings suggest you are well placed while low scores suggest caution and the need to determine how
you will overcome any issues if at all.

5.7 Plausible responses

Most plausible responses fit within one or more of the assessments below. This is a useful template to
determine which plausible responses are available to exploit or avoid and/or to describe the best strategy
going forward. One or a combination of these assessments should describe your strategic options going
forward.

 Lifestyles - Rank this solution on the basis of how strong its appeal is to end consumers: | very high
| high | medium | low | very low | no appeal

 Distribution - Rank this solution on the basis of how strong its appeal is to distributors: | very high
| high | medium | low | very low | no appeal

 Channels - Rank this solution on the basis of how strong its appeal is to your channels: | very high |
high | medium | low | very low | no appeal

 Brand - Rank this solution on the basis of how strong the brand enhancement is likely to be: | very
high | high | medium | low | very low | no change

 Skills base - Rank on how the skill base of the organization can be enhanced: | very high | high |
medium | low | very low | no impact

 Spatial - Rank this solution on how much the spatial footprint of the organization can be improved:
| very high | high | medium | low | very low | none

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  Organization - Rank this solution on how much the organization structure can be improved: | very
high | high | medium | low | very low | no change

 Co-opetition - Rank how strong the appeal of collaborating with the competition and its
implementation complexity: | very high | high | medium | low | very low | no chance

Determining where you are on the lifecycle of delivering a solution helps to set the timeframe by when
your chosen strategy should be in place.

 Pioneer - Rank how fast you can become a pioneer: | today | one year | 2 years | 3 years | 5 years
5+ years

 Migrator - Rank how fast you could migrate to deliver this solution: | today | one year | 2 years | 3
years | 5 years | 5+ years

 Settler - Rank how long you want to remain a settler in this space: | today | one year | 2 years | 3
years | 5 years | 5+ years

 Leaver - Rank how long before you want to leave this space: | today | one year | 2 years | 3 years
| 5 years | 5+ years

Figure 54. Plausible responses - – Courtesy of Shaping Tomorrow

Spend some time evaluating these options and defining your detailed strategies here upfront because
inherent in them will be great opportunities and potential threats that need to be understood ahead of
making investments.

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5.8 Agreed strategy
Once a plausible response has been determined attention should focus on the stance to be taken in
delivering the agreed strategy as follows:

 Market leadership - Which is the best way to lead the market? | best product | best total cost |
best total solution | best time to market | best promotion

 Imperatives - Which imperative is most key?- a clear |deliberate| one, an |emergent| one after the
event, a |submergent| strategy that arose from past problems, an |emergency| strategy due to
current major problems, or a |detergent| strategy that cleans up after an emergent, submergent
or emergency strategy phase.

 Response - What is your best strategic response? |opposition| to the change, |adaptation| to its
impact, |offensive| action, |contingency| planning, |redeployment| of resources, |passive|
acceptance

 Engagement - Which is your best marketplace stance? | champion | lead | comply | evade | ignore

 Attention level - Who should oversee the issue? | board | executive | group| team | individual

Figure 55. Agreed strategy – Courtesy of Shaping Tomorrow

Overall scores here are less important than the debate and agreement that results about whether the
agreed strategy is key to future survival and success, particularly at Board level.

5.9 Solution determination

Now determine what is needed to first design the solution and drive the process to a successful solution.
Lastly, define the type of problem faced and the degree of difficulty in finding a good solution.

 Difficulty – How much do we know already? | known problem/known solution | new

problem/known solution | known problem/new solution | new problem/new solution

 Design - Where can the knowledge to address this issue be found? | personal knowledge | company
knowledge | industry knowledge | society knowledge | all knowable

 Process - What method is required to implement the solution? | routine | continuous improvement
| innovation | transformation | discovery

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Figure 56. Action plan - – Courtesy of Shaping Tomorrow

This assessment will subsequently help to determine the required resource levels, organizational structure
and people capabilities needed to ensure a successful outcome.

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5.10 Reporting trends
Trend reports

Once you have done some work on initial interpretation of your scanning hits, you can prepare a regular
trend report. This could be simply your trend assessment and summary implications as in Figure 57.

Figure 57. Example Trend Alert. Courtesy of Shaping Tomorrow

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This report is more focused than your scanning hits report, and has a higher relevance rating than individual
scanning hits. Note that many Insights are cited and give credence to the assessment and the implications
drawn.

There are many uses for such a report – for example, general interest, targeted discussion at meetings,
special planning workshops or forums to address specific trends.

Strategy Reports

Another type of report can be linked directly to the strategic planning cycle. It is best produced to coincide
with the annual planning cycle provided as a resource to organizational units to inform their thinking about
what options they might pursue. This ensures that everyone in the organization has the same information
about the external environment and the trends likely to affect the way they do business into the future.

However, this more detailed report is also designed to be used as an input into more focused strategy
development such as scenario planning. It provides the starting point for explorations about what might
happen and what is possible and plausible. This is the prospection stage of any generic foresight process.

This type of report provides a summary of the implications of the trends you have identified earlier in your
scanning process. It is not so much a listing of the trends but focuses instead on the implications of those
trends for your organization – what might these trends mean for strategy now and into the future? What
needs to be acted on now, and what can be monitored over time? What must not be ignored?

The exact format of the report will depend on your organizational culture and ways of operating. At the
very least, you need an executive summary that identifies very clearly the critical trends your organization
needs to consider. The report could cover the summary of the trend (what is changing?), the impact and
significance for you organization, and implications and trigger questions.

In the early stages of your scanning, send the report to "friendly" managers and seek their feedback. Amend
your report as needed to provide additional information or clarifications.

Custom reports

You may be able to undertake a custom scan based on this feedback (i.e., a scan around a particular issue)
that can also bring value from scanning to your organization.

Further reference

 Strategic Planning: Engaging Faculty and Other Stakeholders Early – Academic Impressions 2010

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 Practical Foresight Guide

Chapter 6 – Acting

Author: Dr Michael Jackson, Founder, Shaping Tomorrow

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 Practical Foresight Guide
Chapter 7 – Networking

Author: Dr. Michael Jackson, Founder, Shaping Tomorrow

Practical Foresight Guide – Chapter 7 Page 1

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Table of contents

7. Networking ................................................................................................................... 3

7.1 Stakeholder engagement .............................................................................................. 3

7.2 Internal networking .................................................................................................... 4

7.3 External networking .................................................................................................... 5

7.4 Shared knowledge management ..................................................................................... 6

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7. Networking
Quote
"Every decision maker in the foresight system is the foresight system."
Dave Brown, Head of Futuring, British Telecom

Foresight projects are almost always collaborative. Maximizing the breadth and depth of inputs to a project
or program and communicating the outcomes successfully to all stakeholders is an essential ingredient for
success.

7.1 Stakeholder engagement

Active, widespread, and highly valued involvement of the various stakeholders throughout the project or
program will bring enormous learning and heighten the possibility for a hugely successful outcome.

High and continuous participation is a determining factor in the final outcome.

The more stakeholders are engaged in steering the project or program from the agreement of objectives,
through the planning of activities, to the determining of methodologies to be adopted, the management of
operations and the dissemination of results, the better. This enhances the results of foresight projects and
programs because it gives stakeholders a sense of ownership. The more actively they engage with the
process the more likely they will use the analysis and results to choose the most appropriate actions to
prepare for the future.

Organization-wide consultation during certain phases of the process, where instruments, such as panels,
forums, questionnaires, workshops, and public meetings, are used is important to:

 get "out of the box" thinking

 enhance the visibility of the exercise
 avoid domination by any one particular group
 confer wider ownership over the outputs of the exercise

One highly effective way to inspire and engage stakeholders is through asking two simple, and open-ended,
questions (Competing for the Future, Prahalad & Hamal 1994):

 How will the future be different?

 What should we be doing about it?

Making this anonymous and continuous, and encouraging every stakeholder from the cleaner to the
executive and your suppliers to your shareholders, will reveal many previously hidden signals of change,
cheaply and efficiently. And, other benefits can be achieved such as:

 knowing people's fears and doubts ahead of communicating strategy.

 conducting further prioritization rounds of questioning using the Delphi survey techniques.
 demonstrating to your Board the wide consultation that has taken place.

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7.2 Internal networking

‘This process is essentially an internal scan of your organization, and complements what you already know
about organizational processes and culture. The analysis of this data is critical, and requires someone who
can synthesize a large amount of qualitative data and prepare a report that identifies common patterns,
themes, and issues of concern to staff.

Never underestimate the power of the online survey as a scanning tool, and never underestimate your staff
– the quality of responses is usually high and provides some clear indications of what matters to staff. This
provides you with signals about what you need to pay attention to in your strategy development process, to
help ensure its successful implementation. Of course what matters to staff may not necessarily be a critical
issue for your strategy exercise but explore and address these concerns before dismissing them.’

Source: "Environmental Scanning: What It Is and How To Do It," Maree Conway, 2009

To promote the project or program it is now essential to have a continuously updated public website. Sites
like The Institute for Leadership in Medicine (Figure 60) combine their own content with off-the-shelf and
free virtual think tank solutions.

Figure 60: Foresight website courtesy of The Institute for Leadership in Medicine

The Institute is creating an expert panel of Foresight Fellows to act as scouts, researchers, expert panelists
across all health disciplines for the benefit of the global medical profession.

This type of platform is likely to become increasingly prevalent across many other PESTLE subjects.

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7.3 External networking

It’s also important to create a social network where stakeholders can gather in open or private space to
discuss their project or program.

Social media

There are plenty of free sites available to create such a network e.g. Facebook, LinkedIn, OpenBC and
MySpace. The example in Figure 56 is a free NING site and offers the ability to set up private (internal) and
open (external) groups and forums.

Figure 61: Foresight Network courtesy of Shaping Tomorrow

(www.shapingtomorrowmain.ning.com)

There are also many other free networks on these social media sites such as the World Futures Society and
some subscription sites like the Association of Professional Futurists.

All of these networks offer the benefit of finding other people with a contribution to make to your program
and for you to make to theirs. The foresight community is perhaps one of the freest sharing networks in the
world though of course you will have to pay for more extensive consulting efforts. Do remember that you
get out what you put in. Someone who only takes from the network will quickly find themselves disregarded
while those who give freely will be rewarded with many unforeseen gifts of fresh foresight and friendships.

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7.4 Shared knowledge management

The world does not stay static and circumstances can change, often suddenly and violently. So smart
organizations build enterprise-wide future knowledge management systems to stay on top of, and manage
change.

These knowledge management systems can be home-grown but with the advent of Web 2.0 social media
technologies and cloud computing these are best bought off-the-shelf at costs far lower than creating a
bespoke solution. The benefit of such systems means that the organizations information is held in one
virtual repository and available to all who have access.

In the last month or two adventuring competitors and co-creators (commercial organizations, education
establishments and not-for-profits) have begun aggregating their knowledge through futures portals hosted
in ‘cloud computing platforms’ (Figure 62). The benefits of this to participants are lower costs, use of
proven operating processes and foresight methods plus better knowledge of emerging change through
sharing ideas and discoveries.

Figure 62: Strategic Foresight using common cloud computing platforms. Courtesy of Shaping
Tomorrow

These cloud computing platforms are likely to grow in strength as costs of creating in-house, non-
integrative systems become very costly to build and maintain. Software is becoming completely
commoditized and security issues being overcome, As a result organizations will increasingly look to reduce
costs of market and futures research in favor of outsourced and total knowledge management solutions.
This transformation will make it possible for even the smallest organization to participate in and create and
manage its own strategy in the cloud and for larger organizations to concentrate on futures analysis rather
than the drudge of content finding. We have not yet reached the point where content finding and uploading
too will be mostly automated but the day is not far off. Foresight cloud computing platforms are already
experimenting with leading-edge software products.

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Analytic tools of this nature are a rapidly advancing area of management science. Gradually we are seeing
strategy foresight work morph from local, face-to-face consultants to global delivery and remote human
sensing. Global systems of the future will generate Insights and Trends, predict results, simulate benefits,
optimize performance and engage with experts and stakeholder, all in real-time.

Further reference

 Social Network, Wikipedia

 Foresight Network
 Association of Professional Futurists

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 Practical Foresight Guide
Chapter 8 – Change

Author: Dr. Michael Jackson, Founder, Shaping Tomorrow

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Table of contents

8. Change 3

8.1 Future proofing 3

8.2 Developing leadership 4

8.3 Managing change 7

8.4 Overcoming resistance 9

8.5 Developing skills 13

8.6 Surviving the future 15

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8. Change
New key challenges for organizations

Organizations now ask themselves:

 How can we future proof?

 How can we develop leadership capabilities?
 How can we manage the change we need?
 How can we overcome resistance to change?
 How can we develop the skills for the future?
 What should be done to ensure we can survive and thrive in a sustainable way?

Properly responding to future challenges can seem like a daunting task at the outset, particularly for the
un-initiated. But, breaking the task into logically ordered pieces and following a high-level framework can
speed up and help to ensure successful delivery of the answers.

Further reference

 The Future of Technology, Melanie Swan, Christine Peterson Liana Holmberg and Tess Chu
[Slideshare: registration required]
 The Sixth Kondratieff, Leo A. Nefiodow, Kondratieff Cycles
 Organizational Effectiveness Simulator
 Known Unknowns: Unconventional Strategic Shocks In Defense Strategy Development, ScribD 2009

8.1 Future proofing

The world is littered with the wrecks of organizations that didn't see the buffers coming while their more
forward-thinking and savvy rivals changed direction and travelled on to greater success.

These savvy organizations use the concept of "future proofing" to extend their knowledge of what's coming
next and to respond at the most opportune time. They are forewarned and forearmed!

Future proofing means:

 Understanding the consequences of emerging issues.

 Developing robust and consensual strategic responses.
 Encouraging innovation and cross-team decision-making.
 Achieving more with less effort.
 Continuous improvement through systematic monitoring and improvement.

Rather than re-inventing existing wheels, smart organizations look to determine where their world will
likely be or where they would like it to be and then work backward to actions they can take today. For
example, Google’s mission is: “to organize the world's information and make it universally accessible and
useful”.

Creating a vision or direction of what the organization can achieve opens new possibilities to all concerned.

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8.2 Developing leadership

New business models

Uncertainty and unpredictable environments require new forms of flexible leadership because external
change generally happens faster than internal responses. When organizational business models get too far
out of alignment with the external environment it’s because the leadership has not adapted to changed
circumstances.

Flexibility comes from the encouragement of managers to learn from the negative and emphasize the
positive. In 2004 Ford Motor Company suggested that fostering flexibility means challenging complacency,
giving all stakeholders a voice, encouraging participative work and driving fear out of the organization.

Good strategies can only be successful in an organization that permits and encourages challenges to its
status quo. Hierarchical, dictatorial leadership can be likened to crows acting territorially and selfishly to
protect their interests. But, in today's world, there must be continuous challenge demanded by leaders to
make sense of an increasingly complex and uncertain environment. This new business model can be likened
to a flock of geese, working together to travel many thousands of miles to their destination, flying in
formation, taking turns at leadership and looking after each other on the journey.

Figure 63: Two alternative success models

Leaders therefore have to enable their organizations and themselves to:

Inspire

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  Establish capabilities to recognize new and emerging issues in current and potential market
spaces.
 Discern patterns in events, making sense of them, and taking action to enhance chances of
survival.
 Encourage exploration of new and emerging issues in current and potential market spaces.
 Stimulate self-organization, creativity, and innovation in seizing opportunities and managing
risks.
 Create conditions for all stakeholders to align their values with those of the organization.

Engage

 Determine collaborative value sets which are highly flexible in their application.
 Establish distributed learning processes through information systems and knowledge
management approaches.
 Build social capital through collaborating with customers, colleagues, customers, competition,
and communities.
 Pioneer new distributed approaches.
 Create resilience and adaptation through shared purpose.

Enable

 Direction: define vision, mission and goals.

 Values: live and expect delivery of core values.
 Excitement: engender challenge and sense of achievement in everyone.
 Teamwork: facilitate people interactions and performance.
 Accountability: empower people, encourage initiative and risk taking, tolerate failure.

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Figure 64: Success model. Courtesy of Black Mountain Consultancy http://www.black-
mountain.co.uk/bmConsultancy.htm

Many organizations have created dramatic change in their organizations over the years. They all seem to
have used similar success models to the one above which takes the form of a wheel.

The wheel will only turn at its maximum rate if:

 A strategic vision or direction is in place that is memorable, inspiring and challenging.

 The culture of the organization has been described in terms of 5-7 core values.
 Objective measures of success have been properly defined.
 Processes to measure and manage achievement of that success are in place.
 The leadership constantly lives the vision and values through its behaviors, encourages systems
improvement and constantly and honestly communicates progress to achievement of the
measures.

In creating your model use the SMART acronym to gain maximum effect.

Specific: Provide great clarity in your vision, culture, measures and process statements so they are
understood by all, including those not involved in the process.

Measurable: Articulate the desired outcome with metrics but keep the measures strategic and few in
numbers. Try to create a ‘one page tells all’ balanced scorecard measurement system like the ‘Shooting for
the Moon’ chart in Figure 65.

XYZ Company
Birmingham
Shooting for the Moon Midshires
Building
Building Society
Society

Asset Size
£3.7bn £8.2bn £12.5bn
2006 Recognised
Chancer Thriver for
Excellence
Underlying Cost/Assets

2001 £100.0m
0.78%
Profit after Tax

Bungler Also lan Thriver

1997F Ran eP
at
1.09% or £46.1m
rp
Co

Out of No
1991 Bungler Chancer
the Game Hoper £6.4m
1.76%
1991 1997F 2001 2006
Poor Positioning Highly Satisfied Service Customer
Customers Excellence Loyalty
55.0% 72.6% 100.0%
Loyalty
Figure 65: Shooting for the Moon. Courtesy of the author. All rights reserved

Note: the x and y axes denote the secret of making money while the asset size and profit show the planned
result. At the time, the industry thought the secret of making money was in managing its price margin.

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Studies showed this was not the case and that efficiency was the key industry driver. Considerable
competitive advantage was achieved through adopting a strong efficiency focus.

 Actionable: Be clear from the outset how you will implement your strategy and have a picture
in your mind of the end-game.
 Realistic: Set ‘Big Hairy Audacious Goals’ that stretch the organization but ensure they are in
the realms of the possible with great effort.
 Time-bound: Set milestones by when things need to be achieved to achieve the vision.

The foresight work you have undertaken can help to create a SMART set of interlocking statements and help
convince everyone that the plan can be delivered.

Getting buy-in

Studies show that the most influential people apart from the CEO or leader are the marketing, operations,
and finance executives. While that may not always be true, their more ubiquitous initiative and influence
means they are more likely to take the lead in deciding to take on recommended changes. They can do this
through fostering a receptive climate and adopting a planned approach. Ten questions to ask before taking
the plunge and engaging them and the wider stakeholder group:

 How does this proposal fit into my existing environment?

 What is the organizational benefit and how can it be maximized?
 What are the risks and how can they be overcome?
 Can the concept energize people in a few minutes?
 Who will gain or lose through this proposal?
 Can the proposal be pre-tested?
 Will this proposal be to scale?
 Do the competencies exist to manage for success or can shortfalls be overcome?
 What positive and negative consequences are likely if the proposal succeeds or fails?
 Do I have everything I need or can obtain to succeed? How?

Sources:

 Adapted from July 1, 2008, CIO Magazine on adopters of new technology

 Abridged and adapted from Managing Complexity, Robin Wood: 2000
 Abridged and adapted from Effective Change, Andrew Leigh: 1988

8.3 Managing change

Preparing for the future

For people to engage with the future they have to create their own mental image of where they will be at
points along the journey. That means that the communication process must provide all stakeholders with a
high-level plan and describe their role within it. Good preparation involves:

 Engaging all participants.

 Starting at the end and describing how the preferable future was/will be achieved.
 Helping futures sponsors get buy in; both vertically and horizontally.
 Recognizing the grief management cycle, knowing the current position and direction, speed of
change of the organization.
 Moving the organization and people through the grief cycle.
 Helping sponsors understand the impact of their changes on people.
 Creating an organizational development road-map that tracks with the sponsors plan road-map.
 Aligning organizational success metrics with the futures sponsors plans.

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Figure 66: Preferable futures. Courtesy Wendy Schultz, Infinite Futures

Excitement
One thing is for sure! Almost everyone is interested in their future. Yet, organizations rarely use this fact to
inspire their people to contribute to the success of their enterprise.

Studies show that inspiring people to think about their own futures, particularly in terms of their work, is a
rich source for discovering emerging change. People will engage and be inspired with creating better
futures if they believe that their leaders will enable appropriate responses.

‘Many mechanisms are used by leading organizations to enable people to spot and respond to change. One
quick and easy way is to ask them ‘what the future holds?’ and ‘how should the organization respond?’

Source: Competing for the Future, Prahalad and Hamel, Harvard Business School Press, 1994

If they can’t tell you then it’s your fault for not encouraging them to be forward-thinking! But, if they do
then just one great piece of foresight could make or save you much money.

In 1994, these two questions were asked of a major UK financial services organization. The response and
results were staggering.

 Some 96% responded.

 Hundreds of previously unconsidered opportunities and threats were uncovered.
 Respondents returned again and again with new Insights.
 One team suggested the Internet was going to be big.
 The executives asked “what is the Internet?”
 They visited the team to find out more – it was their Post Room!
 They consequently gained a one year lead on rivals in creating their Web strategy.
 The organization was able to publicly thank those who contributed to its new strategy.
 It knew ahead of time which ideas were not being adopted and could therefore handle any
objections to the new strategy before they were raised.

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The central point of this story is that serendipitous discovery is everywhere yet most management teams
don't go digging for the gold that's all around them while their smarter rivals eat their lunch.

Engagement
Fully engaging people with the future and enabling them to properly consider the consequences of any
actions they might take involves:

 Involving them in creating a clear vision of what the organization is seeking to achieve as
forward-thinking organization.
 Determining which core values should be retained or improved, which should be dropped and
which developed.
 Agreeing individual and team measures of success.
 Establishing processes to manage and measure progress.
 Communicating the vision and progress towards achieving it continuously and honestly.
 Educating everyone in how to contribute, the rewards for success, and consequences of failure
to engage.

Challenge
Organizations that are committed to enabling their people to shape the future use a variety of techniques:

Newsletters and other communication mechanisms are used to keep people informed, encourage
exploration and report successes and failures.

Other methods to communicate the project would be a well-designed brochure, or overview, describing the
main features of the project or program such as the objectives, approach, expected outcomes, etc., early
on. The brochure, or overview, could, for instance, be based on the scoping document that is produced
during the design phase.

In terms of on-going involvement here are a few suggestions:

 Everyone is asked to add new Insights and Trends to the central organizational database on a
regular and quick to do basis.
 Mechanisms are provided for people to share fresh Insights and Trends with their associates or
keep material to themselves, if they wish.
 Aggregation of peoples Insights and Trends provides dynamic and visual representations of
"what's important around here?"
 People are asked continuously to say how the future will be different and what to do about it.
 Expert profiling means people can quickly find others with interest in the same Insights and
Trends.
 Individuals and teams are encouraged to use the Insights and Trends databases before beginning
their projects to widen horizons, find novel solutions, and encourage creativity.
 Forums and participatory events (hearings, seminars, conferences, workshops, meetings, etc.)
encourage participation.

Further reference

 The Leader and Formulator of the Vision, Greg Waddell, Slideshare

 Organizational Change and Transformation, BPTrends

8.4 Overcoming resistance

Inability to cope
People and organizations cite many reasons for inability to act or to follow through on good intentions:

 We reorganized.

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  There weren't enough resources.
 The mission changed.
 We got a new leader.
 Intentions were vague.
 Implications were not considered.
 What was delivered was not what was wanted.

Figure 67: Cycles of change. Courtesy of Jim Burke

and display grief-like behaviors when confronted with change:

 Shock: "This can't be happening!"

 Anger: "Why is this happening to me?"
 Denial: "This isn't happening!"
 Blame: "They are responsible"
 Depression: "I don't care"

All of these issues can be overcome by good planning and communication and lead to:

 Acceptance: "Hey, I see the light!"

 Renewal: "Wow, this is exciting!"
 Growth: "I want to help"

Recognizing dysfunctionality
Dysfunctionality in teams is rife in many organizations. Yet, to achieve major change organizational
alignment towards common futures is essential. Teams exhibit these dysfunctionalities as follows:

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  Lack of trust: Team members who are not genuinely open with one another about their
mistakes and weaknesses make it impossible to build a foundation for trust.
 Fear of conflict: Teams that lack trust are incapable of engaging in unfiltered and passionate
debate. Instead they resort to veiled discussions and guarded comments.
 Lack of commitment: Without having aired their opinions in the course of passionate and open
debate, team member rarely, if ever, buy in and commit to decisions, though they may feign
agreement.
 Avoidance of accountability: Without committing to a clear plan of action, even the most
focused and driven people often hesitate to call their peers on actions and behaviors that seem
counterproductive to the good of the team.
 Inattention to results: team members put their individual needs or even the needs of their
divisions above the collective goals of the team.

Figure 68: Resistance to change. Courtesy of Jim Burke

Individuals display these response states all of which impact on attention to desired results:

FUD Factor
Any significant change to peoples’ lives brings feelings of:

 Fear: "I/we might get hurt"

 Uncertainty: "I/we don't know how to do this"
 Doubt: "I/we don't think it will work"

ECA Antidote
The key is to convert this natural negative adrenalin rush into feelings of:

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  Excitement: "Wow, I love this"
 Challenge: "Hey, I’m making a difference"
 Achievement: "I was/am part of this and I feel proud to be associated"

Overcoming resistance means shifting the cargo from negative fears to positive activity.

Adventurers, Adopters, Abstainers

In any organization:

 ~20% of the population are adventurers; they will pick up the ball and run with it - "I can see
how I can contribute and am stretching myself to do all I can!"
 ~60% are adopters: they'll follow if they see the adventurers succeeding - "I see that others can
do this but show me what I can do".
 ~20% are abstainers: they will try to stop or slow things happening - 'I'm too busy", 'It is not a
priority for me", "It's a waste of my time".

The key is to inspire, engage, and enable the adventurers from the outset, reward their successes, help
them learn from, but not punish, their failures.

They will inspire and engage the adopters and the cargo will shift dramatically. The abstainers then have
the choice to get on board or be encouraged to leave by their peers.

Don't write off the adopters and abstainers too early! Often as not they have valid points of concern, have
been slower to grasp what is being asked of them or feel temporarily inadequate. These issues can be
solved by great communication, tough love, and education.

Denying the need for change is a defense mechanism in which a person is faced with facts too
uncomfortable to contemplate. They deny the truth in the face of incontrovertible evidence. Denial
expresses itself as:

 Denial of fact: where someone avoids a fact by lying.

 Denial of responsibility: involves avoiding personal responsibility by blaming, minimizing, or
justifying.
 Denial of impact: involves a person avoiding thinking about or understanding the harm their
behaviors have caused to themselves or others.
 Denial of awareness: People using this type of denial will avoid pain and harm by stating they
were in a different state of awareness.
 Denial of cycle: where a person avoids looking at their decisions leading up to an event or does
not consider their pattern of decision making and how harmful behavior is repeated.
 Denial of denial: involves thoughts, actions, and behaviors which bolster confidence that
nothing needs to be changed in one's personal behavior.

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Evaluating your organization
Knowing which state(s) a person or a group of people is exhibiting, and responding appropriately, can help
overcome their roadblocks to acceptance far faster and less painfully than denying their state and ignoring
their difficulty.

A good exercise is to assess your people using a four box model. On the y axis assess each of your people on
whether they ‘can do’ or ‘can't do’ what you are asking of them. On the x axis assess your people on
whether they ‘will’ or ‘won’t do’ what you are asking of them.

 ‘Can and will’ (~20% of the people): These are your adventurers. Promote and reward them
publicly. Give them opportunities to shine and grow etc.
 ‘Can't but will’ (~30% of the people): Train them, put more experienced people with them, and
let them see others doing good work etc.
 ‘Can but won't’ (~30% of the people): Find out why, manage them up or out
 ‘Can't and won't’ (~20% of the people): Encourage them to search for opportunities elsewhere
where they will likely be happier and more effective.

And when things don’t go as planned

Always remember that everything looks like a failure in the middle as you push water uphill. As long as you
have the determination to move forward the scales will tip towards success and accelerate the flood of
positive results on the way down.

Further reference

 Challenges of Strategic Analysis, Third Sector Foresight 2010 http://www.3s4.org.uk/looking-

out/challenges-of-strategic-analysis
 Kubler-Ross Model - Elizabeth Kubler-Ross: "On Death and Dying“, Wikipedia
 Denial, Wikipedia

8.5 Developing skills

Measuring future competencies

“What gets measured gets done!” and “If you can’t measure it you can’t manage it!” So go the old saws.
Metrics are critical to ensure everyone in the organization, engaged with your project or program, know
just how well they are doing in developing their own competencies and what the next steps are to achieve
a greater level of maturity.

You can use the same ‘Are you fit for the future?’ assessment for organizations that was described in
Chapter 1 as a metric to measure individual competence. Figure 69 below show the results of such an
assessment.

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Figure 69: Are You Fit for the Future? Jointly developed by Shaping Tomorrow with Terry Grim and
with the kind permission of Social Technologies -
http://www.shapingtomorrow.com/fitforthefuture.cfm

The spider diagram not only shows an individuals’ personal assessment but can be used to see the foresight
maturity level of all in the organization and against all other responding organizations.

Hence the organization can discover where its competencies fall short and where it has a lead over the
market. Closing any gaps can then be fulfilled by what follows.

Training
Books on foresight, like this one, are no substitute for hands-on experience or training. On-going
experience of working with strategic foresight will rapidly increase competence and capability. One-off
exercises, involving different core teams each time means the knowledge gained is rapidly depleted and
diffused. But, strategic foresight by rote or by only finding material that fits the current strategy is both
dangerous and wasteful. So even if you determine to put an intelligence system in place make sure you

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keep a core team but introduce new people to the program at intervals for their development and as grit in
your oyster. The organizations potential high-flyers are great candidates for this type of development.

Sheep-dipping people with training programs can be costly, time consuming and inappropriate if their
involvement in the foresight program is not whole-hearted or sporadic. They will see the training as time-
wasting or just a break from their day-to-day work lives. Learning in this case will quickly dissipate and may
create negative perceptions.

A well-organized training program, run by an experienced facilitator, will define who needs to know what,
why and when and set value-adding objectives to achieve for those attending on their return. It will use
multiple learning styles, engage participants in practical exercises and point to both positive and negative
learning from other organizations experiences. Try working on an issue directly related to achieving the
organizations strategy and build in time for people to share ideas.

Building capability
Running regular open-house meetings on the future of a topic of interest to the organization is an
opportunity to share knowledge, acknowledge great work and determine what is needed next.

These can be small lunch-time affairs, bigger and longer internal or external events with outside speakers
and executive attendance. The success of these events depends almost entirely on making them
inspirational, engaging and enabling so think out-of the box.

Future centers
‘Since Skandia inaugurated the first Future Center in 1996 designed to increase innovation capital many
other organizations around the world have followed suit.

Futures Centers are facilitated working environments, collaborative workspaces where learning and insights
from the past and future, and from diverse participant perspectives, are applied to solve real-world
problems in the present.’

Source: Open Futures. Editor Ron Dvir, Open Futures 2009. Courtesy of Ron Dvir.

Physical and virtual presences like these offer an opportunity for people to use them to solve their own
problems in innovative and collaborative ways and send a strong signal of the organizations commitment to
the future. The cost of the space and the running of the center can be very low but the opportunity for big
breakthroughs highly significant.

8.6 Surviving the future

Keep an eye, too, on the future of foresight so that you stay current and

Don't fall behind in this, one of your key areas of external intelligence. Don’t let your foresight team wither
on the vine for lack of support, defend a previous strategy beyond its sell by date or allow them to drift
along. Challenge their thinking, ask questions about their strategy and ensure they have a solid plan that
demonstrates they are on the way be at least a mature if not world class team.

Here is our view of how foresight has changed in the past few decades and how it could over the next five
years. But, remember, this is not a prediction but our provisional view of what we think is the most likely
scenario.

Fourth generation (Collaborative Foresight)¹

Social networking

 Social interaction (tagging, commenting, ideation, co-creation, narrative analysis)

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  Global sourcing/outsourcing/global scouting
 Virtual worlds
 Expert panel portals
 Prediction markets
 Integration with business and competitive intelligence
 Shared futures databases/benchmarking/networks
 Surprise and serendipitous discovery intelligence

Productivity

 Integrated tools and methods

 Automated scan hit finding
 From text to searchable video
 Web-based modeling and simulation
 Fast action/reaction/low cost/high value added

Source¹: Shaping Tomorrow client requests

Third generation (Trend-based foresight)²

 Horizon scanning
 Trends
 Weak signals
 Indicators
 Reacting to change
 Trend databases
 Monitoring systems

Second generation (Model-based foresight)²

 Quantitative/qualitative modeling
 Extrapolation
 Systems
 Hard science
 Calculating change
 Models and matrices

First generation (Expert based foresight)²

 Expertise
 Qualitative modeling
 Soft sciences
 Change exploration
 Delphi studies
 Road-mapping
 Scenarios

Source²: Second International Seville Seminar on Future-Oriented Technology Analysis: Impact of FTA
Approaches on Policy and Decision-Making – Seville 28-29 September 2006 Corporate Foresight in Europe

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Further reference

 Corporate Foresight in Europe, Z-Punkt

 New Forms of Learning in Knowledge Economies@ Societal Innovation. KMTalk Asia

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 Practical Foresight Guide

Chapter 9 – Your Future

Author: Dr Michael Jackson, Founder, Shaping Tomorrow

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Table of contents

9. Your Future 3
9.1 Becoming a futurist 3
9.2 Futures conferences 3
9.3 Foresight courses 4
9.4 Personal futures 5
9.5 LifeMaps 5
9.6 Finding time for the future 6
9.7 Echoes from our future 8

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9. Your Future
Regardless of whether your organization embraces strategic foresight don’t stop applying the principles in
your home and work life. In fact, applying these principles to projects and programs can get you and your
good ideas noticed thus changing the culture of any organization you are associated with and
simultaneously increasing your prestige.

‘Big oaks began life as small acorns!’ So it is with growing your own strategic foresight competencies. You
won’t become a renowned futurist overnight but a little practice each day will soon make you competent
and confident to use the future for your own advantage and that of your family.

9.1 Becoming a futurist

Becoming a professional futurist takes a lot of time and effort upfront because there is so much to explore
and know but people also specialize in their interest spaces or even dabble in futuring because it’s such a
fascinating discipline.

Some futurists take degrees in Strategic Foresight and Future Studies while others are introduced to the
field through their work. Some people discover futuring on their own, learn foresight methods and set up
shop as general futurists, concentrate on future studies in their own area of expertise or simply apply it to
their everyday lives.

Finding out more

Futuring is a very broad and complex subject with many ways of seeing and creating the futures we want to
achieve. So, visit the "Further References" when you see them on individual pages here because they will
increase your breadth and depth of view. Similarly, the ‘Recommended reading’ section (10.1) at the end
of this handbook includes more inspiring texts from some of the world’s greatest futurists.

Then browse "More Foresight Resources" at http://www.shapingtomorrow.com/content.cfm?webtext=318,

where you will find comprehensive links to the best introductions on futures studies, events, futuring
organizations, and educational courses, etc.

Join Shaping Tomorrow's Foresight Network at http://shapingtomorrowmain.ning.com/ to see the types of

people already practicing as futurists. Their biographies will help you see how they found futuring and how
their careers have progressed. They may also be willing to give you free advice and suggestions if you ask
them nicely.

In a few hours you will have gained a rapid appreciation of the field of futuring and where to find help. Use
it wisely by writing down what attracts and detracts you from being a futurist and ideas and places that you
want to revisit. Then, use these lists to see what areas of futuring you would like to explore, and begin
asking around or join one of the several foresight teaching programs.

9.2 Futures conferences

Go to some of the key conferences such as the World Futures Society in North America. Find futurists at
World Future Society, Poptech, TED, SXSW, or other events that attract forward thinking people such as the
Association of Professional Futurist events.

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Upcoming events are advertised at Shaping Tomorrow's Foresight Network above.

9.3 Foresight courses

There are an increasing number of foresight courses available some offering degrees and certificates.

Among them are:

Universities and colleges

●Swinburne University, Australia

●Corvinus University, Hungary
● Lisbon University, Portugal
● University of Stellenbosch, South Africa
● Graduate Institute of Futures Studies, Tamkang University, Taiwan
● St Augustine University, Tanzania
● Singularity University, USA
● Regent University, USA
● University of Houston, USA
● University of Hawaii, Manoa, USA
● Ontario College of Art & Design, Canada
● IKIU, Iran
International Masterclasses

● Shaping Tomorrow, UK
● Infinite Futures, UK
● Thinking Futures, Australia
For a full listing visit Shaping Tomorrow

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Further reference

An Audit For Organizational Futurists: Ten Questions Every Organizational Futurist Should Be Able to
Answer, Andy Hines, University of Houston 2003, Emerald

9.4 Personal futures

What is a personal future?

‘As we look at personal futures, they are explorations of the future of one individual, you, and only the
futures that directly involve you and your family.

The approach consists of three steps:

(1) Build a framework of information about your life.

(2) From the information in the framework, explore your plausible futures with scenarios.

(3) From the scenarios, develop a vision of your future, devise strategies to achieve your vision, and make
action plans for your future.

In exploring your future, you will use the same methods that have been practiced by futurists for decades,
all over the world. At the end of this process, you should have an overview and a vision of your life, specific
plans for the next stage of life, and contingency plans to deal with changes.

Personal Futures Network

Visit the free Personal Futures Network to follow a more detailed outline of these three steps in learning
about your future.’

Source: With grateful thanks to Verne Wheelwright, Ph.D, for his permission to use his words and a thank
you for the pioneering work he is doing in this area.

Two more methods of using the future to help strategize your career involve:

1. Asking yourself | Which skills be needed in the future?| Which skills will not be required in the
future? | What do I want to achieve in my life? | Which industries might I want to succeed in? |
What do I want to achieve? | What obstacles might stand in my way?| Which new or improved
skills do I need to succeed? | How do I resolve these? | What could change my mind? | How will
I know I’m heading in the right direction? |
2. Asking yourself ‘If I were a [insert job] what would excite me?’ and then writing down how a
scientist, politician, environmentalist, economist, technologist or educationalist would see
their future.
3. Taking these different perspectives will reveal fresh Insights and allow the creation of more
robust conclusions.

9.5 LifeMaps
Results of an internal survey at a global life insurer showed their people wanted

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 ● Help to provide the service that their customers wanted and needed
● Support in supporting customers
● Belief in them and their potential
● Investment in their personal future development
● To feel valued
● Recognition and reward
The company responded by

1
● Aligning Business and Personal Life Maps (Money, Achievement, Power, Society)
● Creating a unified set of future business competencies
● Introducing SMART consistent performance management and development processes linked to the
Business and Life Maps
● Building a learning organization through innovative initiatives and development activities that
recognised and rewarded great performances.
● Money: | Achievement: I want to make something happen | Power: I want the ability to influence
others | Society: I want the ability to affiliate with a cause
These LifeMaps are essentially a future contract between the organization and its people to deliver their
personal aspirations in exchange for their delivery of agreed, beyond expected, performance; for example,
early retirement or a sabbatical for delivering a dramatic improvement in company performance.
Aggregated Life Maps can help an organization spot opportunities for increasing people's loyalty and
performance and better identify previously unseen workforce risks.

If you are an HR Director or CEO wanting to use Personal Futures to create systematized, organization-wide
LifeMaps, contact Verne at the Personal Futures Network.

Further reference

● Personal Futures Network

9.6 Finding time for the future

A personal experience from the Chairman of Shaping Tomorrow

"Back in the 90's when I was CEO of a large and very successful financial services business we had
determined our strategy and decided to sell the business before the market changed, as it now has. But we
had bought twenty businesses and knew just how much work it would take to go through a full buyer search
and subsequent transfer of engagements process. The team knew it had to continue to run a marathon but
now have a heart transplant at the same time.

So, we hired a consultant to help us, and after observing us for a while he suggested we do a Short Interval
Scheduling exercise. The Executive team, including myself, were asked to take a reading of what we were
doing every five minutes of the day for one month and to capture the info on our mobile phones for
uploading to a spread-sheet; a simple but highly effective process.

A waste of time

The results were staggering. We found that 70% of our time was wasted; yes wasted!

● Time was leaking on micro managing the business we had rescued from oblivion.

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 ● We had not altered our success criteria to recognize that we should have given up lots of control to
gain control as the business grew.
● We stayed in our comfort zones and didn't delegate as much as we could have.
● We attended meetings because we always had.
● We worked on things that had medium, not long-term strategic value.
● Consideration of the future beyond the next two years was every five years and our efforts puny,
useless, and generally too late.
● We didn't use computers as well as we might.
● We were control freaks.
● And so on and so on.
I have always been seen as an executive who is ruthless! Ruthless with time that is, not people. So imagine
my shock when my results, even though the best of the team still showed I could get 63% back by being
smarter.

Making good use of time

It was a true tipping point for the team. We determined to set up the company with a shadow executive
team to run the day-to-day as though they were us. We defined our expectations and left them very much
to get on with it apart from monthly formal reviews ahead of the Board meeting. Otherwise all executive
controls were ceded to them.

That left us as coaches and mentors to the shadow team and strategists on our sale.

We not only grew the next level down dramatically in the course of the next few months but proved that
our sell by date as an Executive Team had come. Once the sale had been achieved, the team knew it would
get bigger jobs with the purchaser and that the shadow team would take over.

The 60-70% productivity improvement produced such great primary and secondary benefits that when we
were hostilely attacked during the sale we had the time and resources to defend, while the shadow team
ran the business as usual.

So the message here is to challenge people who say they are too busy. How do they know? Where is their
time going? What are they doing that they could drop in favour of becoming better strategic leaders? For in
that switch is the key to the next promotion and further personal, organizational, and stakeholder success.

How about you? How could you manage your time more effectively for the benefit of all and spend more
time in your future?

Feel free to quote me."

9.7 Echoes from our future

‘Not so long ago, when environments were relatively stable, organizations kept their eyes on internal
operations.

The definition of managerial work was decision-taking.

Today, as environments become more and more volatile, organizations are turning their gaze to the
horizon, watching and struggling with a confusion of signals.

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The core of managerial work now is to know what is going on in order to be able to decide what is to be
done.

Sensing and making sense of the environment is the new competency for organizational growth and
survival.’

Source: Scanning the Environment, Chun Wei Choo, University of Toronto

In conclusion

“What we do in life – echoes in all eternity”, said Russell Crowe as Marcus Aurelius in the film “Gladiator”.
What will be the echo of your life; what will people say about you when you’re gone? Will it be an empty
pair of shoes or a positive legacy for future society? We hope you make a difference through your own
strategic foresight.

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 Practical Foresight Guide

Chapter 10 – Recommended Reading

Author: Dr Michael Jackson, Founder, Shaping Tomorrow

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10 Recommended reading

● A Brief History of the Future

Oona Strathern (2007)
● Advancing Futures Studies In Education James A. Dator (2002). Praeger
● Creating Futures: Scenario Planning As a Strategic Management Tool
Michel Godet (2001) Economica
● Deep Survival: Who Lives, Who Dies, and Why
Laurence Gonzales (2004) W.W. Norton & Company
● Dirty Rotten Strategies
Ian Mitroff & Abraham Silvers (2009) Stanford Business Books
● Forecasting
William Ascher (1978) John Hopkins University
● Foundations Of Futures Studies
Wendell Bell (2003) Transactions Publishers
● Foundations of Futurology in Education
Richard W. Hostrop (1973) ETC Publications
● Future Frequencies
Derek Woodgate with Wayne R. Pethrick (2004) Fringecore
● Future Savvy
Adam Gordon (2008) American Management Association
● Futuring: The Exploration of the Future
Edward Cornish (2004) World Future Society
● Futurology: Promise, Performance, Prospects
Victor C. Ferkiss (1978) Sage Publications
● Get There Early: Sensing the future to compete in the present
Robert Johansen (2007) Berrett Koehler Publishers
● History and Future: Using historical thinking to imagine the future
David Staley (2007) Lexington Books
● How To Think: Building Your Mental Muscle
Stephen Read (2002) Financial Times Management
● Innovation Killers
Cynthia Barton Rabe (2006) AMACOM
● Keys to the 21st Century
Jerome Bindé (2001) Berghahn Books
● Many Methods and Mentors: Thinking About Change and Shaping Futures
Michael Marien (2008) World Future Society
● Paradigms: The Business Of Discovering The Future
Joel Barker (1993) HarperBusiness
● Peripheral vision: Detecting the weak signals that will make or break your company
George S. Day & Paul J.H. Schoemaker (2006) Harvard Business School
● Predictable Surprises
M.Bazerman & M. Watkins (2004) Harvard Business Press

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 ● Predicting the Future
Rescher, Nicholas (1998) University of New York Press.
● Scenario Planning-the Link Between Future and Strategy
Lindgren, Mats and Bandhold, Hans (2003) Palgrave Macmillan
● Scenarios: the art of strategic conversation
Kees van der Heijden (1996) Wiley
● Structured Analytic Techniques
Richards J. Heuer & Randolph H. Pherson (2010) CQ Press
● The Age of the Unthinkable: Why the new World Disorder Constantly Surprises Us And What We Can
Do About It
Joseph Cooper Ramo (2009) Little, Brown and Company
● The Art of Conjecture
de Jouvenel, Bertrand (1967) Basic Books
● The Art of the Long View
Peter Schwartz (1991) Doubleday
● The Black Swan: the impact of the highly improbable
Nicolas Taleb (2007) Random House
● The Foresight Principle: Cultural Recovery in the 21st Century
Richard A, Slaughter (1995) Praeger
● The Knowledge Base of Futures Studies Professional Edition CDROM
Slaughter, Richard A. (2005) Foresight International
● The MeWe Generation
Lindgren, Mats, et al. (2005) Bookhouse Publishing
● The Strategy Paradox: Why Committing to Success Leads to Failure and What To do About It
Michael E. Raynor (2007) Currency Doubleday
● Thinking About The Future: Guidelines For Strategic Foresight
Edited by Andy Hines and Peter Bishop (2006) Social Technologies
● Thinking about The Future: Strategic Anticipation and RAHS
Singapore, National Security Coordination Secretariat (2008)
● Thinking in Systems
Donnella Meadows (2008) Chelsea Green Publishing
● Thinking in Time
Richard E. Neustadt and Ernest R. May (1988) Free Press
● Tools for Success
Suzanne Turner (2003) McGraw-Hill Europe
● Understanding Futurology: an Introduction to Futures Study
Alan E. Thompson, A. E. (1979) David & Charles Plc.
● World Ahead: An Anthropologist Anticipates the Future
Robert. B. Textor (editor) (2005) Berghahn Books
● The Macroscope, A New World Scientific System: Joel De Rosnay, Pricipia Cybernetica Project
More at Global Foresight Books

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 Practical Foresight Guide

Chapter 11 – Foresight Glossary

Author: Dr Michael Jackson, Founder, Shaping Tomorrow

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11.0 Foresight glossary

● Actor: any stakeholder (person, group or organization) that can affect a system under study.
● Action research: comparative research on the conditions and effects of various forms of social
action and research leading to social action
● Action science: one of the major theories within action research and designed to generate
knowledge that is both theoretically valid and practically useful
● Act(ion): something done or performed.
● Adversarial collaboration: techniques) for adversaries to find mutual benefit and to agree to act in
concert.
● Alert: alarm or warning.
● Allohistory: a history of what might have been
● Alternate future: a possible future that may or may not ever come to pass.
● Alternative futures: see scenario.
● Alternative history: a subgenre of speculative fiction that is set in a world in which history has
diverged from history as it is generally known.
● Ambiguity: communication interpreted in more than one way.
● Analogy: the cognitive process of transferring information from a particular subject (the analogue
or source) to another particular subject (the target).
● Analysis: examine in detail in order to discover meaning.
● Analytical hierarchy process: structured technique for helping people deal with complex decisions.
● Anticipation: forethought.
● Anticipatory action learning (AAL): a method that develops a unique style of questioning the future
with the intent to transform organization and society.
● AQAL: stands for "all quadrants all levels", Ken Wilber argues that manifest reality is comprised of
four domains, and that each domain, or "quadrant" has its own truth-standard, or test for validity.
See Integral Futures.
● Archetype: common system structures that produce characteristic patterns of behaviour.
● Argument mapping: method to put a single hypothesis through a rigorous and step-wise test.
● Assumption surfacing: reveals the underlying assumptions of a policy or plan and helps create a map
for exploring them.
● Autopoiesis: expresses a fundamental dialectic between structure and function
● Baby-boomer: a person who was born during the post-World War II baby boom between 1946 and
the early 1960s.
● Backcasting: working backwards from a vision to the present day.
● Balanced feedback loop: a stabilizing, goal-seeking, regulating feedback loop, also known as a
"negative feedback loop".
● Bellwether: any entity in a given arena that serves to create or influence trends or to presage
future happenings.

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 ● Benchmarking: a process in which organizations evaluate various aspects of their processes in
relation to best practice, usually within their own sector.
● Bounded rationality: the logic that leads to decisions or actions that make sense within one part of
the system but are not reasonable within a broader context or when seen as part of a wider system.
● Bibliometrics: a set of methods used to study or measure texts and information.
● Brainstorming: intensive discussion method to solve problems or generate ideas.
● Business model: defines the architecture of an organization … expansion paths develop from there
on out.
● Butterfly effect: encapsulates the more technical notion of sensitive dependence on initial
conditions in chaos theory. Small variations of the initial condition of a dynamical system may
produce large variations in the long term behavior of the system.
● Causal attribution: a necessary relationship between one event (called cause) and another event
(called effect) which is the direct consequence (result) of the first.
● Causal layered analysis (CLA): a method for examining the causes of social change that produces
forecasts as to the future course of those changes.
● Causal loop diagram (CLD): a diagram that aids in visualizing how interrelated variables and
feedback loops affect one another without distinguishing between the natures of the
interconnected variables
● Causal models: techniques used as a means to inquire into the causes of social phenomena and to
generate a set of forecasts as to the future course of the phenomena.
● Causality. Relationships represented in cognitive maps and oval maps by an arrow where the arrow
should be read as “leads to.”
● Cause and effect analysis: identifies the root cause of a problem as distinct from the symptoms.
● Change agent: actor, influencer.
● Change management: to make or become different by systems engineering.
● Chaos: complete disorder, utter confusion.
● Chaos theory: describes the behavior of certain dynamical systems - that is, systems whose state
evolves with time - that may exhibit dynamics that are highly sensitive to initial conditions
(popularly referred to as the butterfly effect).
● Chronology: sequenced events or actions in the order they occurred; see timeline.
● Citation analysis: the examination of the frequency and pattern of citations in articles and books.
● Citizen panels (juries): virtual or conference-based activity to uncover public concerns on critical
issues.
● Concept fan: method to create a lot of creative solutions in a logical manner to see the bigger
future.
● Cognitive bias: the human tendency to make systematic errors in certain circumstances based on
cognitive factors rather than evidence
● Cognitive map: a mind map that represents the perspectives and inputs of an individual. Typically
used to clarify or to communicate thinking
● Cognitive psychology: focuses primarily on human perception and cognition

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 ● Cognitive science: used to describe the study of intelligence and is closely related to cognitive
psychology but includes the use of algorithms to simulate behaviour in computer simulation and is
closely related cybernetics
● Cohort: a group of subjects with a common defining characteristic - typically age group.
● Competing hypotheses: a method to identify and refute all hypotheses arguments.
● Concept map: a mind map that represents the perspectives and inputs of multiple individuals
● Conjecture: a mathematical statement which appears likely to be true, but has not been formally
proven to be true under the rules of mathematical logic. A statement based on inference and
presumed to be real, true, or genuine though based on inconclusive grounds as opposed to a
hypothesis, which is a testable statement
● Constructive technology assessment: studies the process of technological change.
● Content analysis: (sometimes called textual analysis) a standard methodology in the social sciences
for studying the content of communication.
● Correlation: indicates the strength and direction of a linear relationship between two random
variables.
● Co-incident indicator: an indicator that reflects changes happening in the present.
● Collaboration: to work with another or others on a joint project.
● Complexity: used to characterize something with many parts in intricate arrangement.
● Concept map: a mind map reflecting a single individual's thoughts
● Convergence: the blending of culture and ideas into a single product.
● Context analysis: see Environmental Scanning.
● Commentator: classifies commentators by whether their focus is on far, medium, or near term
horizon.
● Complexity theory: the study of complex systems.
● Correlation: indicates the strength and direction of a linear relationship between two random
variables.
● Critical technologies: evaluates the future impact and potential of super new and emerging
technologies.
● Cross-impact analysis: analyses of conditional probabilities of events or issues and their impact on
each other.
● Complexity manager: technique for assessing the likely outcome of a policy or strategy and to
identify ways to manage risk and seize opportunities.
● Concept map: visual representations of how people perceive an interest topic.
● Cost-benefit analysis: a term that refers both to:
- a formal discipline used to help appraise, or assess, the case for a project or
proposal, which itself is a process known as project appraisal; and
- an informal approach to making decisions of any kind.
● Counter-factual: seeks to explore history and historical incidents by means of extrapolating a
timeline in which certain key historical events did not happen or had an outcome which was
different from that which did in fact occur
● Counter-intuitive: counter to normal expectations.

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 ● Creeping normalcy: refers to the way a major change can be accepted as normality if it happens
slowly, in unnoticed increments, when it would be regarded as objectionable if it took place in a
single step or short period
● Deception detection: a checklist method used in counter-intelligence.
● Decision: judgement, conclusion, verdict. The act of making up one's mind.
● Decision analysis: the discipline comprising the philosophy, theory, methodology, and professional
practice necessary to address important decisions in a formal manner.
● Decision matrix: technique for determining trade-offs between competing choices.
● Decomposition: Breaking down a forecast into its component trends.
● Delphi method: a systematic, interactive forecasting method which relies on a panel of
independent experts.
● Devil’s Advocate: a technique to take a counter position against an offered decision or hypothesis.
● Diachronic: viewing the past through events or narrative to look for causes of change in history.
● Diagnostic reasoning: methods to apply hypothesis testing to the evaluation of significant new
information.
● Diagram: used to represent a visually oriented form of communication, including pictures,
drawings, video, causal loop diagrams, matrices, etc., as opposed to verbal, textual, or sentential
communication.
● Diffusion: denotes the net motion from an area of high concentration to an area of low
concentration.
● Dimensional analysis: a conceptual tool often applied in physics, chemistry, and engineering to
understand physical situations involving a mix of different kinds of physical quantities.
● Discontinuity: major shift in a trend that is so drastic it cannot be accounted for by normal
variation.
● Divergence: separation of culture and ideas into many products.
● Divination: the art or practice of discovering future events or unknown things the act or state of
expecting or the state of being expected.
● Double-loop learning: involves not only recognizing the mismatch between actual and desired
states, but also using the mismatch to evaluate and modify mental models and rules involved in
determining an action to respond to the mismatch.
● Driving force: a cluster of individual trends on the same general subject moving trends in certain
directions, broad in scope and long term in nature (for example, globalization).
● Dynamic equilibrium: the condition in which the state of a stock (its level or size) is steady and
unchanging, despite inflows or outflows; this is possible only when all inflows equal all outflows.
● Dynamics: the behavior over time of a system or any of its components.
● Dystopia: any real or imaginary society with many undesirable features.
● Effective connections: comes from the study of nutrient flows in ecosystem food webs and
represents the nature of supply of a nutrient.
● Effects: all the linked changes that change it self causes.
● Emerging issue: emerging issues reflect the potential impacts of changes and trends occurring in
the wider business or policy context. They are often unclear, complex, and uncertain; may reflect

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 conflict or differences across values or priorities among different groups; can shift in focus, priority
and awareness – from fringe to mainstream - rapidly depending on the context within which they
are occurring.
● Econometrics: concerned with the tasks of developing and applying quantitative or statistical
methods to the study and elucidation of economic principles.
● Emerging Issues Analysis: seeks to identify trends that have not yet emerged, and may never fully
emerge, from the periphery.
● Endogenous: means "arising from within," the opposite of exogenous.
● Entropy: the amount of disorder or randomness present in any system.
● Environmental impact assessment: an assessment of the likely positive and/or negative influence a
project may have on the environment.
● Environmental scanning: process of collecting information to carry out a systematic analysis of the
forces effecting organizations and identifying potential threats and opportunities with a view to
generating future strategies.
● Episteme: the "apparatus" which makes possible the separation, not of the true from the false, but
of what may be from what may not be characterised as scientific.
● Ethnography: a genre of writing that uses fieldwork to provide a descriptive study of human
societies.
● Event: something happening in the internal or external organizational environment which can be
observed and tracked; usually documented as a "scanning hit".
● Event sequence analysis: study of repetition in historical events
● Evolutionary development: a field of biology that compares the developmental processes of
different animals and plants in an attempt to determine the ancestral relationship between
organisms and how developmental processes evolved.
● Exogenous: see Endogenous.
● Expectancy: something expected especially on the basis of a norm or an average.
● Expert: knowledgeable person.
● Expert panel: a committee or jury used to decide some matter.
● Exploratory futures: futures research into plausible futures without consideration of desirability
● Extrapolation: extending a trend into the future by assuming the variables will continue to behave
as they have in the past.
● Facta: events that have occurred and are knowable, as opposed to the future that is unknown and
unknowable.
● Failure mode: procedure for analysis of potential failure modes within a system for the
classification by severity or determination of the failure's effect upon the system.
● Feedback: a process whereby some proportion of the output signal of a system is passed (fed back)
to the input.
● Feedback loop: the mechanism (rule or information flow or signal) that allows a change in a stock
to affect a flow into or out of that same stock.
● Field Anomaly Relaxation Method: identifies key drivers for change and produces a set of possible
future states.

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 ● Flow: material or information that enters or leaves a stock over a period of time.
● Focus group: a form of qualitative research in which a group of people is asked about their attitude
towards a product, service, concept, advertisement, idea, or packaging.
● Folksonomy: unstructured and uncontrolled arrangement of things using no classification system
other than by the self-interested user.
● Force-field analysis: provides a framework for looking at the factors (forces) that influence a
situation, originally social situations.
● Forecasting: an estimate/best guess of what might happen in the future but not a definitive
prediction
● Foreknowledge: knowledge of an event or thing before it exists, prescience.
● Foresight: knowledge or insight gained by looking into the future, perception of the nature of
events before they occur
● Futura: events that have not yet occurred and are unknowable, as opposed to the past that has
occurred and is knowable
● Future: the time yet to come.
● Futures: routinely refers in the plural, as futures to emphasise the multiplicity of possible futures.
● Future history: a postulated history of the future that some science fiction authors construct as a
common background for fiction.
● Future present: the present-day of the future any image describes, or the future considered as if
we were living in it now, with our present its past.
● Future shock: too much change in too short a period of time.
● Future studies: the systematic exploration of the future.
● Futures thinking: see Futurology.
● Futures workshop: enables a group of people to develop new ideas or solutions of social problems.
● Futures wheel: an instrument for graphical visualization of direct and indirect future consequences
of a particular change or development.
● Futuring: the act, art, or science of identifying and evaluating possible future events. see
Futurology.
● Futurist: a person who engages in a great deal of futuring or otherwise demonstrates a serious
rational or scientific concern for the future.
● Futuristics: see Futurology.
● Futurology: the study of the future postulating possible, probable, and preferable futures.
● Futuribles: see Futurology.
● Game changer: refers to events and actions that change the game
● Gaming: participation in particular kinds of future orientated games.
● Genius forecasting: see Technology Forecasting.
● GenX: term used to describe generations in many countries around the world born from 1965 to
around 1982.
● GenY: refers to a specific cohort of individuals born from around 1981-2001
● Gestalt: a German word for form or shape. It is used in English to refer to a concept of "wholeness".

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 ● Heuristic: a useful mental shortcut, an approximation, or a rule-of-thumb for guiding searches and
enabling adaptive decision-making and thinking.
● Hierarchy: systems organized in such a way as to create a larger system; subsystems within
systems.
● Hindsight: the opposite of foresight.
● High Impact/Low probability: an analysis to determine white (opportunistic) and black (threat)
spaces and to seek pre-emptive solutions.
● Historic analogy: using past events to create similar mental images of an updated potential future.
● Holon: a system that contains other systems, and is itself contained within a larger system.
● Horizon scanning: the initial and continuing process of reviewing and analysing current literature,
web sites, and other media to identify and describe noteworthy trends and their possible
development and future.
● Hypotheses: possible explanation of the past, current or future.
● Hypothesis generation: a technique to discover all possible hypotheses.
● Image of the future: an imaginary description (in any format or media) of a possible future outcome
for a given item of interest: a person, a community, an organization, nation, society, bioregion,
planet, etc.
● Impacts: See Environmental scanning.
● Incasting: living in a particular future scenario, and working through its implications.
● Indicator: a phenomenon that can be tracked periodically to spot change.
● Indicator validator: a tool to easily assess the diagnostic power of indicators.
● Influence diagram: a graphical rendition of factors in a problem or situation, including arrows and
signs (+ or – for polarity) to show the relationship between them. Similar to causal loop diagram but
follows slightly different conventions.
● Industry: organized economic activity.
● Innovation: refers to both radical and incremental changes in thinking, in things, in processes, or in
services.
● Innovation stage: tracks the line of progress of an innovation from the creation of an idea to its
development.
● Input-output model: uses a matrix representation of a nation's (or a region's) economy to predict
the effect of changes in one industry on others and by consumers, government, and foreign
suppliers on the economy
● Insight: an observation or manifestation of change.
● Institutional analysis: that part of the social sciences which studies how institutions, i.e., structures
and mechanisms of social order and cooperation governing the behavior of two or more individuals,
behave and function.
● Interview: a conversation between two or more people (the interviewer and the interviewee)
where questions are asked by the interviewer to obtain information from the interviewee.
● Integral futures: seeks a comprehensive understanding of humans and the universe by combining,
among other things, scientific and spiritual insights.

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 ● Interesting future: involves enough uncertainty that the future cannot be readily inferred or
predicted with any confidence.
● Intimation: hint, suggest, proclaim, make known.
● Issue trees: logical structuring of issues.
● Judgemental forecasting: Making a numerical forecast using expert judgement or intuition. See
Forecasting.
● Kondratiev wave: regular, sinusoidal cycles in the modern (capitalist) world economy.
● Key assumptions check: systematic technique for questioning assumptions.
● Lagging indicator: an indicator that reflects warnings that have already occurred.
● Law of diminishing/accelerating returns: in a production system with fixed and variable inputs (say
factory size and labour), beyond some point, each additional unit of variable input yields less and
less additional output. Conversely accelerating returns exhibits the opposite effect.
● Leading indicator: an indicator that reflects early warnings of change.
● Lead time: the period of time between the initiation of any process of production and the
completion of that process.
● Level: a term used for what is now more commonly referred to as a stock.
● Lifestyle: the way a person lives.
● Likelihood: probability.
● Limiting factor: a necessary system input that is the one limiting the activity of the system at a
particular moment.
● Limits to Growth: a book modeling the consequences of a rapidly growing world population and
finite resource supplies.
● Linear relationship: a relationship between two elements in a system that has constant proportion
between cause and effect and so can be drawn with a straight line or graph. The effect is additive.
● Literature review: a body of text that aims to review the critical points of current knowledge on a
particular topic.
● Macrohistory: see Social cycle theory.
● Manifestation: see Insight.
● Maturity: development stage of an idea, issue etc. ranging from an immature new-born or newly
emergent state to a highly mature condition of senescence.
● Media type: formats of resources.
● Megatrend: a widespread (i.e., more than one country) trend of major impact, composed of sub-
trends which in themselves are capable of major impacts.
● Metaphor: the concept of understanding one thing in terms of another.
● Modeling: system representation of indicative relationships allowing for hypothesis testing.
● Mission: brief description of a company's fundamental purpose. A mission statement answers the
question, "Why do we exist?"
● Mitigation analysis: see Risk Management.
● Monitoring: continuous (or on-going) observation of certain aspects of something.
● Morphological box: multi-dimensional, non-quantifiable problems where causal modeling and
simulation do not function well or at all.

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 ● Multi-Criteria Decision Analysis: a discipline aimed at supporting decision makers who are faced
with making numerous and conflicting evaluations.
● Narrative analysis: making meaning out of fragmented, user-generated, and shared information.
● Negative feedback: a form of circular causality within a causal loop where the impact of an
increase of one element in the loop feeds back through the loop such that the traced impact results
in a decrease of the variable that began the chain.
● Network analysis: maps associations between people, organizations or other entities.
● Nightmare (scenario): an image of the future which articulates an individual’s or group’s greatest
concerns, worries, and fears, in a negative statement of a highly feared future outcome.
● Nominal Group Technique: A form of brainstorming that presents ideas one at a time in round robin
fashion.
● Non-linear relationship: a relationship between two elements in a system where the cause does not
produce a proportional (straight-line) effect.
● Normative: generically, it means relating to an ideal standard or model. In practice, it has strong
connotations of relating to a typical standard or model.
● Normative futures: refers to futures research which involves consideration of the desirability of the
outcome and typically involves planning and proactive action to achieve more desirable outcomes.
● No Surprise Future: used to refer to a future in which past patterns and relationships continue.
● Observation: see Insight.
● Organizational network analysis: a method for studying communication networks:
● Organizational storytelling: development of evocative narratives to convey core messages.
● Outside-in thinking: technique that broadens thinking by looking at an issue from an external
perspective.
● Oval Map: a mind map developed by a group and is the equivalent of a concept map. An oval map
differs from a cognitive map in that it represents group insights as opposed to those of on an
individual.
● Paradigm shift: a pattern or model change.
● Path dependence: means simply "history matters" - a broad conception - while others use it to mean
that institutions are self-reinforcing - a narrow conception.
● Pattern: a theme of reoccurring events or objects sometimes referred to as elements of a set.
These elements repeat in a predictable manner.
● Pattern language: a structured method of describing good design practices within a field of
expertise.
● Penetration: the proportion of the total number of potential purchasers of a product or service who
are either aware of its existence or actually buy it.
● PEST analysis: stands for "Political, Economic, Social, and Technological analysis" and describes a
framework of macro-environmental factors used in environmental scanning.
● Picture of the future: a mental image or vision of tomorrow and beyond.
● Plan(ning): a detailed scheme or a method.
● Polling: voting systems.

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 ● Positive feedback: a form of circular causality within a causal loop where the impact of an increase
of one element in the loop feeds back through the loop such that the traced impact results in an
increase of the variable that began the chain.
● Possible: a future capable of being achieved.
● Potential: possible but not yet actual future.
● Precursor events: an event necessary for another event to occur.
● Prediction: a specific statement that something will happen in the future
● Prediction market: crowd–based speculation technique to assess probable future outcomes.
● Preferable: preferred or more desirable future.
● Premonition: an intuition of a future, usually unwelcome, occurrence or foreboding.
● Pre-mortem analysis: Identifies and analyses the impact of potential future failure before it occurs.
● Prepared: to make ready or suitable in advance.
● Presentiment: a sense of something about to happen.
● Primary/secondary/tertiary effects: order of magnitude ripple effects on a system.
● Priority: right of precedence over others, something given specific attention.
● Pros-cons: technique for evaluating policy ideas.
● Probable: likely to be or to happen future but not necessarily so.
● Probable futures: tends to be associated with the concept of “the most probable future”.
● Probability: the likelihood or chance that something is the case or will happen.
● Process mapping: a consistent graphical representation of how a system or process works.
● Prognosis: term denoting a prediction of how a problem will progress, and whether there is chance
of recovery.
● Project management: discipline of planning, organizing, and managing resources to bring about the
successful completion of specific project goals.
● Projection: a forecast developed by assuming that a trend will continue into the future.
● Policy outcomes forecasting model: technique for estimating the impact of future political change.
● Prospective evaluation: Evaluating the success of a project that hasn't yet begun.
● Quadrant crunching: a systematic process for determining all feasible combinations between
several sets of variables.
● Qualitative: qualitative research, featuring a high degree of subjectivity
● Quantitative: an attribute that exists in a range of magnitudes, and can therefore be measured.
● Quantitative scenarios: allows users to input alternative assumptions to generate alternative
results.
● Rate: used for what is now more commonly referred to as a flow.
● Red Hat analysis: technique for playing the role of others to identify new opportunities and risks.
● Red Team analysis: a team-based technique for challenging conventional wisdom.
● Regional potential: analyses change by both physical and virtual zonal impacts.
● Reframing: Considers a situation or problem in a different way, or from a different point of view,
often using multiple perspectives.
● Reflexivity: an act of self-reference where examination or action "bends back on," refers to, and
affects the entity instigating the action or examination.

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 ● Reinforcing feedback loop: an amplifying or enhancing feedback loop, also known as a "positive
feedback loop" because it reinforces the direction of change; these are vicious cycles and virtuous
circles.
● Relevance tree: an analytical technique that subdivides a large subject into increasingly smaller
subtopics.
● Requirements analysis: encompasses those tasks that go into determining the needs or conditions to
meet for a new or altered product, taking account the possibly of conflicting requirements of the
various stakeholders.
● Resilience: the ability of a system to recover from perturbation; the ability to restore or repair or
bounce back after a change due to an outside force.
● Risk: issues which may develop, or which already exist that are difficult to quantify and may have a
high potential impact. Issues marked by a high degree of uncertainty; even basic information,
which would help adequately assess the frequency and severity of a given risk, is often lacking.
Such risks can occur as a result of economic, technology, sector specific, social changes, etc.
● Risk management: a structured approach to managing uncertainty related to a threat, through a
sequence of human activities including: risk assessment, strategies development to manage it, and
mitigation of risk using managerial resources. Risk is a concept that denotes the precise probability
of specific eventualities. Technically, the notion of risk is independent from the notion of value
and, as such, eventualities may have both beneficial and adverse consequences; however, in
general usage the convention is to focus only on potential negative impact to some characteristic of
value that may arise from a future event. Risk can be defined as “the threat or probability that an
action or event will adversely or beneficially affect an organization's ability to achieve its
objectives".
● Roadmapping: a graphic representation showing key components of how the future might evolve.
Usually applied to a new product or process, or to an emerging technology matching short and long
term goals with specific solutions.
● Role playing: Acting out a future scenario.
● Run chart: a visual display of data that enables monitoring of a process to determine whether there
is a systematic change in that process over time.
● Satisficing: describes a form of bounded rationality for making a choice from an unknown set of
options.
● Scanning: see Environmental scanning.
● Scatter diagram: a graphic display of data plotted along 2+ dimensions. Scatter diagrams are used
to rapidly screen for a relationship between variables.
● Scenario: a predicted sequence of events that might possibly occur in the future.
● Scenario planning: a strategic planning method that some organizations use to make flexible long-
term plans.
● Self-critique: Team based technique to identify weaknesses in hypotheses.
● Self-fulfilling prophecy: a prediction that directly or indirectly causes itself to become true.
● Self-organization: the ability of a system to structure itself, to create new structure, to learn, or
diversify.

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 ● Sigmoid curve (S-curve): a curve where the rate of growth accelerates to a maximum and then
slows.
● Shifting dominance: the change over time of the relative strengths of competing feedback loops.
● Signal strength: measure of incitement to action.
● Single-loop learning: describes control behaviour wherein the gap between the desired condition
and actual results in action but without any examination or reconsidering of the mental models
underlying the action.
● Simulation: imitation of some real thing, state of affairs, or process.
● Social change: examines change from the perspective of individual needs.
● Social cycle theory: argues that events and stages of society and history are generally repeating
themselves in cycles.
● Social network analysis: views social relationships in terms of nodes and ties.
● Solution effect analysis: a structured method of checking the knock-on effects of possible futures.
● Source: the point or place from which something originates.
● Stakeholder analysis: connecting the dots and ranking the influence and power of stakeholders over
each other.
● Starbursting: a form of brainstorming that focuses on question generation rather than ideas or
answers.
● State of the Future Index: a measure of the ten-year outlook for the future.
● Statistical methods: investigate causality and in particular to draw a conclusion on the effect of
changes in the values of predictors or independent variables on dependent variables or response.
● Stock: an accumulation of material or information that has built up in a system over time.
● Strategy: the art or science of planning.
● Strategic foresight: the planning that results when future thinking is applied to existing, real-world
situations.
● Structured debate: A courtroom style argument that takes alternative views and presents
arguments and counter arguments to a decision or hypothesis.
● Sub-optimization: the behavior resulting from a sub-system's goals dominating at the expense of the
total system's goals.
● Sustainability: a characteristic of a process or state that can be maintained at a certain level
indefinitely. The term, in its environmental usage, refers to the potential longevity of vital human
ecological support systems, such as the planet's climatic system, systems of agriculture, industry,
forestry, fisheries, and the systems on which they depend.
● Surprise: a gap that arises suddenly arises between peoples’ perceptions and expectations of a
situation.
● SWOT analysis: acronym and technique to evaluate (s)trengths, (w)eaknesses, (o)pportunities and
(t)hreats.
● Synchronicity: the experience of two or more events which occur in a meaningful manner, but
which are causally un-related. In order to be "synchronistic," the events must be related to one
another temporally, and the chance that they would occur together by random chance must be
very small.

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 ● Synectics: more demanding method of Brainstorming that drives out actions rather than just ideas.
● Synergy: the behaviour of whole systems unpredicted by the behaviour of their parts.
● System: a set of elements or parts that is coherently organized and inter-connected in a pattern or
structure that produces a characteristic set of behaviors, often classified as its "function" or
"purpose".
● Systems analysis: characterises and links systems and properties into a coherent whole.
● System sciences: refers to the collective disciplines that study systems and system-related
phenomena and their associated knowledge base, including such sciences as biology, cybernetics,
electrical engineering, evolutionary ecology, mathematical biology.
● System dynamics: an approach to understanding the behavior of complex systems over time using
quantitative modeling.
● Systems thinking: a framework that is based on the belief that the component parts of a system will
act differently when the system's relationships are removed and it is viewed in isolation.
● Systems theory: represents the conceptual framework of system-related principles, theorems, and
logic from across the system sciences.
● Taxonomy: structured, semantic arrangement of things using deterministic, rule-based
classification systems.
● Technology acceptance model: an information systems theory that models how users come to
accept and use a technology.
● Technology assessment: Systematic method for exploring future technology developments and assessing their
potential societal effects
● Technology forecasting: potential characteristics of technology, such as levels of technical
performance.
● Technology road-mapping: road-mapping aids planning and placing products with the use of
scientific and technological resources.
● Technology sequence analysis: statistical combination of estimates of the time required to achieve
intermediate technological steps.
● Terminal scenario: an end state from which there is no perceived future change.
● Time-frame: the period of time that one is assuming for the purposes of decision making and
planning.
● Timeline: chronological ordering of a sequence of events.
● Time series: a sequence of data points, measured typically at successive times, spaced at (often
uniform) time intervals.
● Time series analysis: methods that attempt to understand such time series, often either to
understand the underlying context of the data points (where did they come from? what generated
them?), or to make forecasts (predictions)
● TINA: (T)here (i)s (n)o (a)lternative.
● Trend: general tendency or direction evident from past events increasing or decreasing in strength
of frequency of observation; usually suggests a pattern.
● Trend impact analysis: collecting information and attempting to spot a pattern, or trend, and
assess its influence from the information.

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 ● Trend extrapolation: using the past and present to project likely tomorrows.
● Triple-loop learning: describes three single-loops of learning, each involving a different canter of
learning. The three center’s relate to the three questions “Are we doing the things right, and are
we doing the right things, and is rightness buttressed by mightiness and/or mightiness buttressed by
rightness”.
● TRIZ: a methodology, tool set, knowledge base, and model-based technology for generating
innovative ideas and solutions for problem solving.
● Turbulence: refers to the variation in the nature and frequency of events, disturbances, and
developments that impact upon a system. The events and disturbances of concern may arise within
the area of study or in the external environment and includes such things as seasonal.
● Uncertainty: state of having limited knowledge where it is impossible to exactly describe an
existing state or future outcome, or more than one possible outcome.
● Unpresaged: something that portends or foreshadows a future event; an omen, prognostic, or
warning indication.
● Unprepared: not ready or suitably in advance.
● Urgency: requiring speedy or compelling action.
● Utopia: any real or imaginary society with many desirable features.
● Value: a basic belief in what is good and true, values can be seen as desirable qualities.
● Variable: a quantifiable subject of study, the value of which can change over time.
● Variation: a difference in a systems behaviour resulting from external influences.
● Visioning: a vivid mental image produced by the imagination.
● Visualise: to form a mental image.
● Volatility: a measure of the state of instability.
● Weak signal: the sources of change - the first case; the original idea or invention; the watershed
event; the social outliers expressing a new value.
● WhatIf?: An analysis of unlikely events that could happen.
● Wild card: an unpredictable event or situation. Events that have a low probability but a high
impact. Often recognized and known, but discounted, even when the event is relatively certain
over a period of years.
● Wind tunnelling: testing chosen objectives against alternative futures.
● Worldview: the framework of ideas and beliefs through which an individual interprets the world and
interacts with it. How one sees the world and makes meaning of what is seen; also influences what
one ignores or doesn’t see when scanning.
● Zeitgeist: the spirit of the age.
● Zero-sum game: describes a situation in which a participant's gain or loss is exactly balanced by the
losses or gains of the other participant(s).

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