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?
My email this morning had one message about a well known leadership guru who is writing a new book. I like this person's work and will probably buy his book because I buy a lot of books on organisations and leadership. I went to the book page and was presented with a page about the author with the information about the book further down the page which set me thinking about book marketing. I self-published my first ebook recently, publicised it on social media, set up Amazon links, put a page about it on my site, wrote a blog post and put it on my website home page. Now what?
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
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.
The end of the year is list season but for some reason this year I am seeing too many inane lists called 'predictions for 2015'. Inane because a prediction is a narrow guess about future unknowns usually requiring a crystal ball - and what is probably going to happen in 2015 is not unknown. It's too close to even need 'predictions'.