Hawai’i’s Shared Futures By Vision Foresight Strategy

Planning 101

Aloha kakahiaka.  While many are probably lamenting the double blow of a Monday morning and the first day back from spring break, we’re actually looking forward to today.  We’re editing some client strategy this morning as well as working on a new short piece, “Five Technologies Rewiring Society.”  Today also has a fair amount of ‘catch-up’ work going on this afternoon.  But the end of last week and this past weekend were excellent days and turned up some great discussions and connections for our work and for this year’s Summit, which we can announce is now themed: “Hawai’i: the Reboot.”  While we will be posting updates here and on our Facebook page, you can also check out specific news at SummitNet.

And we’re happy to announce a new short piece on planning: “Six Questions to Ask About Planning.”  It’s a quick diagnostic for organizations, a sort of ‘safety check’ for their plans and planning process.  Enjoy.

Think about tomorrow.


Filed under: Planning, Summit

Extracting Lessons from the Economic Crisis

Morning, folks! This morning’s post is really simple enough: we’re working this morning on building some new framework pieces for the upcoming Hawai’i Futures Index.  Cool stuff, but always a challenge to create something that is both intellectually rigorous but also speaks directly to the things about Hawai’i’s future that our decision makers and community leaders really care about.  If it’s important enough to do, then it’s probably challenging!

But on the planning front, we can already start to extract some planning and strategy lessons from the current financial crisis and economic downturn.  While the following is not actually a new idea for strategic thinking, it’s one of those ideas that gets completely lost during our long periods of economic expansion.

Basically, let’s look at the first of what we call Standing Scenarios: very simple, almost generic yet challenging situations that we use on a regular basis to “wind tunnel” an organization, its assumptions, and its strategy.  We also use Standing Scenarios to remind clients of basic uncertainty and bring their attention back to a longer-term view of their actions and assumptions.

So, the current crisis gives us the Sudden Falloff scenario: sales/revenue falls off unexpectedly by 25% in one year, and then by a further 50% the second year.  Simple, brutal.  The first question is: what does this mean for you, what are your reactions to it, and what are your priorities?  The second question is: what are all of the plausible (not probable, but plausible) series of events and interactions out there in the world that could have produced this?

When was the last time your organization played some of these scenarios?

Think about tomorrow.

Filed under: foresight, Planning, scenarios, Strategy, Summit,

Hawai’i: the Reboot

2 days. 200 innovators. A new future for Hawai'i.

The Hawai'i Futures Summit 2009 October 16 and 17, 2009


Vision Foresight Strategy

We work with organizations to anticipate strategic change and to craft the strategies that will shape their desired futures.

To learn more about how we can help you, visit www.kikilo.biz


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