What We Do Together

We use an integral frame for thinking about the future to make sure we pay attention to all parts of your organisation. We use foresight to focus atention on the future because that's the capacity to think in new ways about the future.

We focus on ways to increase individual and collective capacity to respond to change in ways that make organisations futures ready and not trapped in status-quo thinking. We find ways to increase futures agency and to identify viable and feasible organisational pathways to the future. Here's the conversation framework I use. You can find out more about the rationale behind this framework here.

Figure 1: Thinking Futures Strategy Development Framework

The Conversations We Can Have

“Thinking Futures was flexible and adaptive in altering the scope of the work as we moved forward - this was very helpful.”

— Project Manager, Making VU, Victoria University of Technology

I can work with you on one type of conversation or we can work on two, three or all of them. It depends on what you need most, and how much time you can devote to becoming futures ready.

Any collaboration we have is personalised for you and we can work together for as long or as short a time as you need. We can work on a project basis, or you can get in touch at any time if you need to have another conversation.

I work with you to design a conversation process as a learning experience for your context. There are many tools we can use depending on your needs - find out more about my futures toolbox.

Conversations with Self

What do we do? Map your individual futures literacy.

Why? To develop your futures mindset - the capacity to use foresight to think about and use the future today.

How? Usually some form of regular interaction, coaching or mentoring, skills development or whatever you need, when you need it, tailored for your context and your issues.

This is a personal space - I can't read your mind and brain implants don't exist yet, so we talk about your issues and challenges now and how we can re-frame them to demonstrate the power of futures thinking.

Aim: Individuals aware of their futures agency and who are ready to use it collaboratively.

Conversations on Culture

What do we do? Map your organisation's cultural futures agency.

Why? To better understand the degree of openness to the future that is embedded in your culture and identify enablers and constraints. 

How? Usually interviewing selected people across the organisation and offering all staff the opportunity to complete a survey to identify their beliefs about how open the organisation is to the future, and what enables and constrains that openness. 

Aim: Organisations that open to the future, facing the future and using the future to drive strategic decision making.

Conversations on Process

What do we do? Map your organisation's futures readiness.

Why? To ensure your strategic processes start from the future, identifying your possible futures before taking action today. 

How?  Designing processes to create multiple views of possible futures using scenario thinking, and multiple pathways to the future using backcasting and options identifcation. This space brings individual and cultural agency together to co-create the future.

Aim: Organisations that have identified multiple pathways to the future, using them to be futures ready and able to adapt when change becomes real.

Conversations on Change

What do we do? Map change shaping your organisation's future.

Why? To better make sense of the complexity and uncertainty of the external environment in which your organisation is operating and is seeking strategic fit.

How? Using environmental or horizon scanning, we create a map of your social environment to deepen your understanding of the range of factors shaping your organisation's future.

Aim: Organisations that are alert to change both here today and emerging and enabling conversations about change be be routine in strategy processes.