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Shaping Tomorrow Through Practical ForesightThis is a featured page

Practical ForesightGuide objectives
This free guide provides commercial, not-for-profit, government organizations and future-interested people with a concise approach to developing systematic, collaborative foresight capabilities with limited external help and at low cost:
  • 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 guide has been designed in nine sequential chapters, for ease of reference. The main chapters can be read in full in about thirty minutes:

Changing Futures, Future Challenges, Foresight Approaches, Futuring Methods, Horizon Scanning, Strategic Thinking, Action Planning, Networking, References

Reading the guide sequentially will build up your understanding of how to benefit from using practical foresight which will, in turn, increase your chances of implementing a successful program in your organization. More detail is available below the chapter level in the left-hand navigation bar.

Advanced material is referenced, hyper-linked, or shown as sub-texts throughout the guide for those with the time and wishing to explore in more depth. Foresight is littered with unfamiliar terms to the layman. We have provided a comprehensive "References" chapter for those wanting definitions of terms, case studies, key organizations and players, and acknowledged the contributions of the many futurists who have directly, or indirectly, contributed to this guide.
Collaborative Foresight


Who is it for?
This guide is for people who:
  • are charged with designing and running foresight programs and projects
  • those engaged in change management
  • those seeking to inspire, engage, and enable other collaborators interested in knowing answers to how the future may turn out
  • those wanting to be true leaders of their communities and next practice thought leaders including:
  • Executives
  • Planners
  • Risk assessors
  • Innovators
  • Trendwatchers
  • Marketers
  • Change agents
  • Portfolio managers
  • Intelligence advisors
  • Warning officers
  • R&D leaders
  • Designers
  • Management developers
  • Business developers
  • Entrepreneurs
  • M&A analysts
  • Students of foresight
  • Consultants
  • Futurists
  • Policy makers
  • Educators
  • Parents
Contributions
Please tell us of your own practical foresight experiences, both the good and the bad, share case studies, and offer suggestions for improvement to help others get to the future faster and better.

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)



Further Reference

Next: Changing Futures To: Shaping Tomorrow

Copyright: Some rights reserved. This work is licensed under a Creative Commons License.


sunfirejewels
sunfirejewels 		Latest page update: made by sunfirejewels , Apr 11 2009, 11:13 AM EDT (about this update About This Update sunfirejewels Edited by sunfirejewels

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Keyword tags: Change Disruption Foresight Futures Introduction Strategy
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Started By Thread Subject Replies Last Post
rghalili SHAPING YOUR VISION TO REALITY 2 Sep 15 2009, 7:11 PM EDT by ReynaldoHalili
Thread started: Jan 10 2009, 8:11 AM EST  Watch
I HAVE A MANUSCRIPT OF MY BOOK WITH THIS TOPIC. MY INTENTION IS NOT TO WRITE A TECHNICAL THESIS BUT A FUNCTIONAL GUIDE FOR LAY PEOPLE PARTICULARLY THOSE IN NON PROFIT ORGANIZATIONS.
3  out of 3 found this valuable. Do you?    
Keyword tags: Shaping visions
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RichardMorrice New collaborations 0 Jun 30 2009, 11:36 AM EDT by RichardMorrice
Thread started: Jun 30 2009, 11:36 AM EDT  Watch
Organizations have spent much time and effort building walls to keep secrets and remain enigmatic. This has lead to a great deal of posturing and double guessing. I would cite as an example the way that retailers treat many of their suppliers. On a day to day basis they concentrate almost entirely on short term issues - what is your best promotional price, how can we get more funding from you for promotions, what unique packs / promotions will you produce for our customers? The result is teams of intelligent people who find their energy sapped and have no time or inclination to look to the future. Do we need to change the paradigm? Should we concentrate more on cooperating on key issues such as environment, energy utilization, smart packaging? I am not asking for collusion but I am asking for shared vision and cross company / industry teams with shared challenging objectives.
The discussions about deal prices will always go on but there should be much more to corporate life than that - shouldn't there?
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Keyword tags: collaboration energy funding organizations promotions vision
kmccray Functional guide 0 May 20 2009, 1:03 PM EDT by kmccray
Thread started: May 20 2009, 1:03 PM EDT  Watch
I would be interested in learning more about your functional guide for non profits. I'm the executive director of a membership organization in the U.S. with members in 60 nations. We find that many of our leaders are handicapped by only believing in what they know today and see in their immediate physical surroundings.
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Keyword tags: None
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