Strategic Foresight: Creating Competitiveness and Sustainable … · 2 days ago · • Singapore,...
Transcript of Strategic Foresight: Creating Competitiveness and Sustainable … · 2 days ago · • Singapore,...
Strategic Foresight: Creating Competitiveness and Sustainable Business Growth in a VUCA World
FPTI, 13 November 2020
Maree Conway, Thinking Futures
My foresight journey• 28 years as university manager, last five as planning director in two
universities• 21 years using foresight approaches in range of organisations in many
countries• Academically trained in Foresight & Futures Studies (Swinburne
University of Technology)• Practical orientation to outcomes – they must be useful in the present• Cognitive orientation to thinking – shifting mental models from ‘the
future’ to ‘many futures’• Foresight in an inherent human capacity – but we can’t touch it, feel
it, so its value is often dismissed in strategic discussions.
The contextVUCA: Volatile, Uncertain, Complex, AmbiguousTUNA: Turbulent-Uncertain-Novel-Ambiguous
The present context is complex and interconnected.
Old Behaviour dies hard – the used future
Slide used with permission of Sohail Inayatullah
How to make sense of it all?
Photo Credit: https://www.changequest.co.uk/blog/the-5-fundamentals-of-sensemaking-in-an-ever-changing-world/
Using Foresight
• Foresight is the neurological and cognitive capacity we have to think about possible futures, to form a ‘forward view’ and to use learnings in strategy development in the present.
• Strategic Foresight is foresight thinking applied to strategy development in organisations. Also called corporate foresight (CF). I’ll call it foresight.
• Fundamentally, an organised and systematic process designed to engage with uncertainty about the future in organisational strategy development in order to expand thinking about potential strategic options.
Who uses foresight? Here’s a few…
• Shell – origins of modern scenario thinking; their approach has brought imagination as a source of information about the future into organisations; shifting mental models and understandings of the future is critical
• Singapore, Malaysia use foresight at a national level. Emerging at national level in the Philippines.
• Singapore: team in Prime Minister’s office. All civil servants need to learn foresight as core skill.
• Thailand: APEC Centre for Technology Foresight, National Science and Technology Development Agency. Technology focused?
Who uses foresight? Here’s a few…
CiscoDaimlerDeutsche BankDeutsche TelekomFrance TelecomL’OrealPepsiSeimens
• “The expectation is that CF will enable these firms to spot trends ahead of competitors, gain deeper insight into how such trends will affect their organization and identify the most effective response, and ultimately gain a competitive advantage.”
(Rohrbeck & Kum, Corporate foresight and its impact on firm performance, 2018)
http://www.foresightguide.com/large-companies-foresight-leaders/
Is foresight effective?
• Definition of CF: a set of practices that enable firms to attain a superior position in future market – developing futures preparedness
• Futures preparedness : futures ready, prepared for the future, oriented to the future Competing for the future (Hamel & Prahalad 1994) is a better strategy than restructuring and downsizing in times of crisis.
• Value creation occurs by acting earlier than competitors and being able to influence actors
Using Foresight
• CF is best used to identify the factors that drive environmental change, foresee future market changes, and define a course of action that leads towards a superior market position—and subsequently to superior firm performance.
• A CF Maturity Model can measure levels of futures preparedness.
Vigilant, a firm has CF practices that are adequate for its given environment.
Neurotic, a firm has CF practices that exceed its needs for a given environment.
Vulnerable, a firm has CF practices that fall one level short of what would be required to match the need.
In danger, a firm has CF practices that fall more than one level short of what would be required to match the need
The bottom line• Future preparedness a powerful predictor for becoming an
outperformer in an industry• Future-prepared firms:
• outperformed the average by 33% higher profitability; and• outperform the average by a 200% higher growth rate
Slide used with permission of Sohail Inayatullah
These outcomes
• Derive from changing both how an organisation operates and how the people in that organisation think about the future.
• The true value of foresight only emerges when both types of changes are achieved – demonstrated by new actions taken and new mental models.
• Achieved by using processes continuously that enable foresight thinking to become part of an organisation’s operations is essential.
Why foresight?• From global politics and economics to
communications and transportation, education, construction, agriculture, and even fashion, the world is amid fundamental shifts. More and more, systems of knowing and methods of doing are out of date. They are unable to adapt to a dramatically changing world.
• Surrounded by competing priorities, limited resources, and a complex changing environment, governments are searching for new planning tools to meet multiple economic, political, social, and environmental and climate change challenges.
Futures Thinking in Asia and the Pacific: Why Foresight Matters for Policy Makers, Asian Development Bank, April 2020
https://www.adb.org/publications/futures-thinking-asia-pacific-policy-makers
Why Foresight?
• By using emerging issues to develop scenarios, futures studies can help uncover uncertainties, fears, and hopes—the future is questioned.
• This can lead to innovative solutions and resilient policies—because we see problems and opportunities earlier.
Futures Thinking in Asia and the Pacific: Why Foresight Matters for Policy Makers, Asian Development Bank, April 2020
https://www.adb.org/publications/futures-thinking-asia-pacific-policy-makers
First, a critical distinction
Strategy is about moving an organisation into the future while planning is about agreeing on action to be taken today.
Conventional strategic planning is formulaic, with the plan as the focus and the present as the temporal context.
Strategic foresight is flexible, customised for the organisation with an integrated past-present-future as is temporal context.
We need both activities to generate foresight infused strategy - adds in applied foresight processes that, over time, develop futures literacy skills.
• It may well be that the typical strategic planning exercise now conducted on a regular and formal basis and infused with quantitative data misses the essence of the concept of strategy and what is involved in thinking strategically
(Sidorowicz, 2000).
Strategic Planning Outcomes
• Many organisations can't consistently describe their strategy – strategy needs to be translated into operational terms.
• 60% of typical organisations do not link their strategic priorities to their budget (how do key strategic initiatives get funded?)
• Two-thirds of HR and IT units develop plans that are not linked to the organisation's strategy. This is extraordinary.
• 70% of middle managers and more than 90% of front-line employees have compensation that is not linked to the strategy.
• 95% of employees in most organisations do not understand their organisation's strategy.
Robert Kaplan and David Norton, The Office of Strategy Management,
https://hbr.org/2005/10/the-office-of-strategy-management
Strategic Foresight Strategic Planning
Only the shape of the future can be predicted Future is predictable and specifiable in detail
Relies on self-reference – a sense of strategic
intent and purpose embedded in the minds of
managers that guides their choices
Asserts control through measurement
Requires that managers have an understanding
of the larger system
Assumes that the manager below need only to
know his or her own role well
Sees strategy and change as inescapably linked
and assumes that finding new strategic options
and implementing them successfully is harder
and more important than evaluating them
Assumes that the challenge of setting strategic
direction is primarily analytic
Sees the planning process itself as a critical value-
adding element
Focus on the creation of the plan as the ultimate
object
Purpose Thought Process
Strategic Foresight Discover novel, imaginative
strategies that can re-write
the rules of the competitive
game; and to envision
potential futures; significantly
different from the present.
Synthetic
Divergent
Creative
Beyond linear
Strategic Planning Operationalise strategies
developed through strategic
thinking, and to support the
strategic thinking process.
Analytical
Convergent
Conventional
Pragmatic
Strategic planning seeks certainty, and a single linear future
Foresight injects possible futuresinto strategy development
Two sides of strategic development
• Current strategic planning processes tend to focus on the plan as the major outcome, rather than a shared understanding of your organisation’s preferred future to inform action today.
• They neglect the cognitive side of planning – the ability to think expansively about the organisation’s positioning in its external context, both in the present and into the future.
Identify Drivers of Change
Critique Drivers for Relevance
Imagine what’s
possible
Envision a preferred
future
Plan and Do
InternalQualitativeIntangible
Unseen
ExternalQuantitative
TangibleSeen
Planning
Foresight
Two sides of strategic foresight
Foresight
Planning
Foresight Infused Strategy
• Foresight = the ability to take a forward view and use insights gained in organisationally useful ways (Richard Slaughter)
• Infused = foresight thinking permeating strategy processes at all stages – thinking about the future is the norm
• Strategy = an organisation confronting its environment to ensure its continuing development, to ensure its strategic ‘fit’ in that environment
Foresight Infused Strategy
• Foresight processes are designed to develop strategy that is futures ready
• Futures ready = flexible and robust strategy driven by the future that allows organisations to respond proactively to whatever opportunities and challenges the future brings.
I am open to new ideas
I am a systems thinker
I am curious
I accept the need for
diversity & new
perspectives
I like to think ‘outside the
box’ and think outrageously
at times
I challenge assumptions
about the future –
mine and others
I am aware of my own cognitive
biases and assumptionsCharacteristics
of a Foresight Thinker
Foresight Processes
Just three of many foresight frameworks –all designed to help people understand their context, challenge existing assumptions, find alternative futures, and generate an expanded understanding of strategic options available today.
Individual context: beliefs
about the future and unquestioned
assumptions about the future
Organisational processes:
bringing people together for
strategic conversations
Cultural context: collective norms,
beliefs and unquestioned assumptions
about the future
Social system: social changes
and disruptions shaping the
organisation’ s futures
Individual Conversations
Collective Conversations
Invisible Side of Organisation
Visible Side of Organisation
Individual Consciousness
Organisational Behaviour
Social Systems & StructuresOrganisational
CultureDeve
lopi
ng F
utur
es C
onsc
ious
ness
Deve
lopi
ng F
utur
es O
rient
atio
n
No single right way: The way foresight is used in an organisation will be unique to the organisation.
Foresight everywhere: the organisation must be committed to using the future in the present on a continuing basis.
Know why: be very clear about why you are using foresight in your organisation – what are your desired outcomes?
Start small: don’t pretend foresight is your strategic silver bullet – it takes time to build futures literacy
Facing the future• Scan the environment for changes shaping your
organisation’s future.• Build a unique ‘change ecosystem’ for your
organisation to show the interdependence of these changes.
• Share the information across your organisation.• Promote continuing conversations about your
organisation’s ‘strategic fit’ into your environment.• Changes in the environment can be incremental
but they can also be disruptive – foresight helps you see the disruption ahead of time.
• The aim is to ‘use the future’ in the present.
Beyond the status-quo
Integrate the long-term view into your short-term planning.Both are critical for successful strategy.
Data + Imagination• The future exists in the present only as ideas that
are generated by our imaginations.• Data tells us about the past and the present.• We need both for futures ready strategy.
Challenge the validity of your assumptions
• Deeply-held and unchallenged assumptions about futures that are ‘real’ can shut down conversations about the full range of futures available to you in the present.
• What futures do you accept as real and what futures do you reject?
Strategy without people is strategy without a future
Put people at the core of your strategy development.
Foresight everywhere
• Communicate information about foresight to increase awareness on a regular basis
• Promote opportunities for people to experience foresight processes• Train people in foresight thinking and approaches• Learning how to see the ‘new and novel’ in the present by challenging
assumptions.• Moving beyond the single linear plan that emerges from strategic planning to
many feasible pathways into the futures yet to emerge• Ensure ‘using foresight’ is part of your organisation’s culture
Critical Success Factors
• The future is a learning journey, see it as an asset - use it in the present
• Challenge the used future – the one that doesn’t work anymore
• Look for emerging issues – the periphery, the new, the novel
• Create alternative futures – beyond the single assumed future
• Make the vision real – your preferred future• Find your guiding metaphor
Slide used with permission of Sohail Inayatullah
The Asian Development Bank
• The future is not set in stone
• We still have time to design the sustainable future we want
• Infrastructure bank to a Knowledge Bank
• Shift from “knowledge on a leash” to “knowledge with wings”
Dr. Susann Roth
Slide used with permission of Sohail Inayatullah
2017 INTERNATIONAL BANK 2037 INTERNATIONAL BANK
Activity Bank finances x number of kms of roads and other utility infrastructure
Bank finances integrated and sustainable (green, smart, equitable) urban and transport planning.
Minimize travel distance
Minimize carbon emissions
Systemic causes shaping activity
Population growth, a greater number of cars, increased wealth and larger flats
Integrated planningDriverless and autonomous vehiclesSmarter city systems that coordinate traffic and safety
Shared and pooled transport
Dominant belief Car-centric
The right to drive our car whenever and wherever
Ownership
Human and connection centred
Mobility of persons via integrated planning as opposed to ownership
Metaphor I love my car I love my neighbourhood
Slide used with permission of Sohail Inayatullah
46
Current Transformed
Activity We need energy for comfort (lights, heat, cooling, cooking)
We are all customers and producers of energy
Systemic causes shaping activity
Energy is becoming more expensive, harming the environment. There is more competition, price disruption, other products (solar, batteries)
Household control their energy usage, cost and environmental impact through smart digital systems. Energy is integrated beyond the home to the community and beyond
Dominant belief
Energy as an essential service Energy is a decentralised and integrated ecosystem
Metaphor “Keep the lights on” – the safety box
“Connect your home and community” – the connector
Slide used with permission of SohailInayatullah
The value of foresight
• Identifies & challenges beliefs about ‘the future’ in the organisation – identifies new understandings of strategic options in the present.
• Helps organisations prepare for and manage risk into the future – to be alert to risks before they emerge.
• Enables flexibility and adaption as change emerges – rather than reacting to change after it has happened.
• Helps you consider the needs of future generations.• Builds collective futures literacy capacity.
Seeking Futures Literacy in Organisations
• Thinking about the future is like any skill – it builds over time until you are ‘futures literate’.
• Futures literacy is the competitive advantage.
• Provides an early warning system –to see change coming, and not be blindsided.
• Moving from “nice to have” to “a capability one must have.”
Futures Literacy – UNESCO Futures Literacy Labs
Futures literacy is the ability to become aware of ‘anticipatory assumptions’ about the type of future being imagined, and mastering it allows us to view uncertainty as a resource, rather than an enemy of planning
By imagining different futures, individuals can become aware of their capacity to shape and invent new anticipatory assumptions. The act of shifting this ability from an unconscious to a conscious state is the start of becoming futures literate.
It enables us to become aware of the sources of our hopes and fears and improves our ability to fully appreciate the diversity of both the world around us and the choices we make.
Vigilant, a firm has CF practices that are adequate for its given environment.
Neurotic, a firm has CF practices that exceed its needs for a given environment.
Vulnerable, a firm has CF practices that fall one level short of what would be required to match the need.
In danger, a firm has CF practices that fall more than one level short of what would be required to match the need
Three thingsThere is no such thing as ‘the future’. There are always multiple futures
available to us in the present.We just need to open our minds to
them.
There is really only one way to live in a world of speed, surprise, noise, and responsiveness, and that’s to visit the future frequently.
Grant McCracken, The corporation is at odds with the future
Get in touchMaree ConwayThinking Futures
Melbourne, Australia
W: https://thinkingfutures.netLI: https://linkedin.com/in/mareeconwayT: https://twitter.com/mareeconway