Organisational relevance in the future will increasingly depend on the capacity of anticipating and manage changes. Therefore, it is business-critical to develop learning processes deeply connected to the future.
Our job is to produce actionable awareness about the future and to develop a pragmatic and innovative approach to its set of threats and opportunities.
Strategic Conversations
Approach: We facilitate organisations and their key individuals to think of Strategy as the outcome of a process, of a systemic and dynamic interaction and exchange between organisational functions.
We help them exploit the fact that knowledge is transferred and renewed most effectively by the informal relationship of dialogue. By setting up interfaces between functions and between individuals, we produce deeper and new understanding of resources, objectives and contexts.
Method: Our delivery of the Strategic Conversation has 3 phases: Concept & Design, Event, Debrief and Reporting. The Strategic Conversation brings together top executives, managers, stakeholders, and has them contribute in a carefully organised yet free-flowing, brain-storming, deep-learning process.
The dialogue is structured around a critical issue and is lead by high-quality professional process facilitators. The analysis and content output are sparked by the intervention of remarkable individuals selected on account of their capacity to produce innovative connections and deep insights.
Informed by different perspectives and by a rigorous control over the group dynamics the Strategic Conversation leverages on individual and collective knowledge to produce shared understanding and a long-term participated vision.
Output: Strategic alignment, future envisioning, networking, exchange, sharing, contamination
Learning Journeys
Approach: A Learning Journey is about understanding issues, people, cultures, drivers of change, markets, world views, etc.; it is about understanding causal connections and their implications in the future.
The Learning Journey allows for breadth of vision and focused insights, it stimulates the envisioning of scenarios, it jolts out of the commonplace and it drives to new creative outputs.
We think of the Learning Journey as an important step towards being different and towards acquiring intelligence about the future so as to leverage the new knowledge to create new identities, new services, new products.
Method: We conceive, design and facilitate Learning Journeys as an experiential tool for developing new insights.
We consider every moment and detail of a Learning Journey to be significant; we endevour to produce a high level of customization though a careful planning and reliance on the highest level of organisational support.
We identify key issues and places, we connect with local stakeholders and produce inspirational encounters.
Output: Identification of critical issues, understanding of future trends, preparation to market entry, building of country and sector networks, gauging of competitive gaps, new market intelligence, fostering of alliances and partnerships, cross-cultural competence, team building.
Managing & Exploiting Uncertainty
Approach: We love stability, but life is about change, evolution and discontinuity. Where appropriately and competently addressed, a complex environment with high volatility and very high levels of uncertainty represents a rich range of future opportunities.
Method: We organize residential workshops and retreats to train groups and individuals to manage uncertainty, and help organisations learn to exploit the future. This we do by carefully structured and specifically tailored coaching programs and workhops, which are meant to deliver a hands-on approach to uncertainty management.
Output: Awareness and acceptance of uncertainty as a means to cope with it and to take better decisions in a complex environment.