For some time now I've been using this graphic to talk about the steps involved in futures ready strategy development. I decided to turn it into a circle to make the circular and interdependent nature of the process a bit clearer but never got around to doing it. And I realised a little while ago that there was something missing from the process - an evaluation or check in stage, where you can stop and review how you are going, is everything still relevant?
I talk to many people about the value of strategic foresight - what it is, why it matters and how to use it in practice. Some people immediately 'get it', others don't and don't want to, and others ask me questions like 'what other companies use this approach?' or 'can you provide some case studies?' Readers will know that I have just a tiny aversion to providing case studies because the best way to know if foresight approaches will work for you is to use them
Congratulations. Someone has asked you to speak about the future of your area of expertise. Are you a futurist or a foresight practitioner? Have you received any training in thinking about the future? If you answer yes, then this post isn't for you. If you answer no, read on.
The conversation about strategy has been changing lately. Conventional strategic planning has passed its use by date. We are moving from its formulaic and top down approach to strategy development where glossy plans are produced but little changes in how things are done to a new way of developing strategy, where everyone in the organisation can be involved and where the process is designed for the needs of each organisation.
I wrote a post recently about how much I didn't like being asked for #foresight case studies and examples. Then I had a conversation on a listserv where I was told that people have a right to know that foresight 'works' before they sign on the dotted line. Okay. And then, to my chagrin, I ended up writing two case studies for publication. Talk about eating my words. But I still think I'm right, but right for me in my context, in my work with smaller organisations and individuals.