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Stakeholder Management
Stakeholder identificationThe next step in laying the groundwork is to systematically identify the key audiences and current backdrop in which they operate. Typically they include organisational futurists, trend watchers, strategists, and change agents, policy makers, marketers, innovation, intelligence and risk managers and, of course, those likely to be affected by any resulting change.
Key audiences will likely be examining and addressing all or some of the issues at stake. It is essential to determine the level of overlap with other cross-cutting initiatives and determine whether these should absorbed, integrated, co-ordinated or left as standalone efforts. Cross-cutting issues and efforts missed early may make results difficult to implement later.
You can define the desired outcome(s) and key audiences using a template.
Stakeholder engagement
Securing key audience support early on is essential to ensuring that the programme or project is perceived as worth taking seriously. Eliciting the help of potential ‘sponsors’ and 'champions' is likely to give the programme or project the initial burst of support to begin in earnest. Foresight programmes and projects that are reliant on the efforts of, or support of, one champion can run into the buffers if this person changes or leaves unexpectedly. It is therefore advisable to seek widespread support and secure commitments upfront.
Early support is particularly needed from those who will be affected by any proposed change. Encourage continued activity by developing inspirational, engaging and enabling initiatives that bring quick wins as well as long-term improvement in foresight capabilities throughout the organisation will keep the momentum going.
Cautionary principles
Roadblocks that might emerge during this phase include:
- Needed resources or the will to implement are not there
- No champion(s) in key positions No engagement or consensus amongst the key stakeholders
- Unrealistic expectations from participants and key audiences
- Changing circumstances derail the programme
- Complexity and controversy makes agreement well-nigh impossible
- Previous failed attempts at co-ordinated strategic thinking and action planning
- Low or hostile collaboration levels between the audiences
For the sake of future success it may be better to abort the programme or project than risk a failure. If these barriers appear insurmountable at this stage then it might be best to wait for more favourable circumstances. However, it may just be that a Foresight exercise is just the sort of catalyst required to overcome these barriers if managed well.
Only when the scoping of an agreed project management plan is in place should work start on the Foresight programme or project proper.
Further references
One way to test your own, and your organisations, ability and need to undertake Collaborative Foresight is to ask 'Are you fit for tomorrow?
These tests will not only help you benchmark yourself and your organisation against others butidentify key gaps in your Foresight and show associates where you fall short. They can be used both for increasing understanding and objection handling.
Next: Futuring Methods Back: Scoping Futures To: Shaping Tomorrow
Copyright: Some rights reserved. This work is licenced under a Creative Commons Licence.
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Latest page update: made by thryller
, Nov 8 2008, 12:54 PM EST
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