This PPT slide, part of the 51-slide Strategic Foresight and Uncertainty PowerPoint presentation, presents an Integrated Foresight Framework, outlining a structured approach to strategic foresight. It emphasizes a systematic process that organizations can adopt to navigate change effectively. The framework is broken down into 5 key steps, each contributing to a comprehensive understanding of potential future scenarios.
The first step involves identifying and monitoring change, focusing on trends, drivers, and emerging issues. This foundational stage is crucial as it sets the context for the subsequent analysis. The second step is about assessing and critiquing the impacts of these changes, which allows organizations to evaluate the significance of various scenarios.
Next, the framework encourages imagining alternative outcomes. This step is vital for fostering creativity and exploring different possibilities that could arise from current trends. Following this, organizations are prompted to envision preferred futures. This forward-thinking approach helps align strategic goals with desired outcomes.
Finally, the last step involves planning and implementing changes based on the insights gained from the previous stages. This ensures that the organization is not only reactive, but also proactive in shaping its future.
The visual representation of the framework illustrates the interconnectedness of these steps, reinforcing the idea that foresight is an ongoing process rather than a one-time event. The inclusion of "Vision, Goals, Values" and "Strategies" highlights the importance of aligning foresight activities with the organization's core mission and strategic objectives. This framework serves as a practical guide for organizations aiming to enhance their strategic planning processes amidst uncertainty.
This slide is part of the Strategic Foresight and Uncertainty PowerPoint presentation.
MBB/Big 4 style presentation that guides on how strategic planning process can be enhanced by embedding foresight methods and tools.
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